Quiet quitting: Why is this such a challenge in the work place

jenskeyter

In recent months, "quiet quitting" has become a buzzword, capturing the attention of leaders, HR teams, and employees alike. It refers to the phenomenon where employees do just enough to meet job expectations, without going above and beyond. But is quiet quitting truly the act of disengagement it’s often portrayed to be, or is it a clever response to an unhealthy work culture?

Quiet quitting speaks volumes about how people interact with their work environment. It’s not about physically quitting the job—it's about mentally and emotionally pulling back. Employees who quietly quit may not be displaying any outward signs of disengagement. In fact, they may be some of the most diligent workers, showing up on time, hitting targets, and ticking off tasks. But their level of engagement is another story. This passive shift can be a reflection of a lack of motivation, burnout, or a disconnect between their personal values and organizational goals.

So, how can employers use psychometric assessments to combat quiet quitting?

• Identify At-Risk Employees: Psychometric assessments help identify employees who might be at risk of quiet quitting by uncovering the underlying personality traits that influence job satisfaction and engagement. Early detection can lead to timely interventions.
• Tailor Motivation Strategies: Knowing whether an employee thrives on intrinsic motivation or responds to extrinsic rewards allows organizations to personalize their engagement strategies. This could mean offering more meaningful work for highly conscientious employees or improving team dynamics for introverts and extroverts alike.
• Foster a Supportive Work Culture: Assessments can also pinpoint whether certain organizational factors—like stress levels, communication styles, or leadership behaviours—are contributing to the quiet quitting trend. Once identified, these can be addressed to create a healthier, more motivating work environment.