{"id":54203,"date":"2023-02-09T10:24:59","date_gmt":"2023-02-09T10:24:59","guid":{"rendered":"https:\/\/sii.ua\/?p=54203"},"modified":"2024-02-13T10:24:10","modified_gmt":"2024-02-13T10:24:10","slug":"building-engagement-in-response-to-quiet-quitting","status":"publish","type":"post","link":"https:\/\/sii.ua\/en\/news-feed\/building-engagement-in-response-to-quiet-quitting\/","title":{"rendered":"Building engagement in response to quiet quitting"},"content":{"rendered":"

Quiet quitting is a very popular buzzword lately \u2013 it\u2019s been talked about at length and considered the latest trend. But isn\u2019t it simply a new name to describe employee engagement, or rather the lack of it? Perhaps today it is simply more difficult to get this commitment because values have changed, motivations have changed and the world is changing. On the other hand, after all, people have always been more and less committed. Instead of coming up with new benefits, training, and massages, why don\u2019t we consider (and ask!) what drives engagement in our teams today? And what causes someone to not only \u201chave to\u201d but also \u201cwant to\u201d do their job? And as employers, what can we do to consciously influence it?<\/strong><\/p>\n

What is quiet quitting, how does it relate to engagement, and why bother about it?<\/h5>\n

Let\u2019s start with the basics \u2013 quiet quitting is the name of a clearly communicated work approach, mainly among young people. The approach primarily refers to renouncing the cult of work. People who enter the market now don\u2019t want to spend more time at work than is specified in their contract and don\u2019t want to commit more than necessary. But why should we expect them to do so? I would suggest separating commitment from dedication, and focusing on how to induce and maintain the former \u2013 in terms of their work, responsibilities, and their role in the organization. And, simultaneously, recognition that there is no need to be outraged at the lack of willingness to make sacrifices.<\/p>\n

Then what inspires commitment in us? I did a bit of research among colleagues my age (generation X and first years of Y) and besides the work ethos that runs in our blood, what turned out to be important above all were the tasks, i.e. the content of work, the results, and the goals achieved. We\u2019re motivated by challenges, responsibility, impact, and the people we work with. Salary, bonuses, position, and prestige are not insignificant either.<\/p>\n

Does that alone encourage more engagement among young people? Well, yes and no. They need to have access to technology and development, but not necessarily understood as a promotion. They want change, new tasks, projects, and won\u2019t do the same thing for many years. Mental health and work\/life balance are more important to them than money and job titles. For this reason, they avoid excessive responsibility, which they associate with overwork and lack of time for themselves and their loved ones. Hierarchy is a thing of the past, and the boss is supposed to be a partner they can come to with problems, including those related to professional burnout. What is certainly common is a sense of purpose in what they do and the people they do it with.<\/p>\n

The employer\u2019s role in building engagement and why is it so important to have a leader?<\/h5>\n

Harvard Business Review<\/a>\u00a0claims that everything depends on leaders, and I agree that this is one of the key elements. There is more and more discussion of a leadership model specific to the new reality. Thus, as employers, we can make sure that we have the right competencies in our management team, which consist of:<\/p>\n

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  1. Courage and mental strength<\/li>\n<\/ol>\n