Above and beyond? The trend of quiet quitting

In the midst of everything that's going on around the world, one thing that has been trending consistently over the last few weeks is ‘quiet quitting.’ But is this really anything new? There have always been employees who check out because they are exhausted, bored, stuck or fed up with the amount of work they’re asked to do. So has the huge change in the way people view their lives and work and consequent revaluation of priorities and work/life balance that was driven by the pandemic simply provided a new label for disengaged employees?

Previously of course dissatisfaction with your job was something just people close to you knew about but now it’s out there on social media that the employee experience just isn’t what it should be. Of course there are some people who feel their work/life balance is a problem and are close to burning out but there will be others who are simply sitting it out because a new job might come with more problems than their existing one.  

Having an employee who although physically present at work is so disengaged that they just do the bare minimum to keep their job can cause huge damage to a team and to the wider business. Improving the employee experience is therefore essential - getting feedback, ensuring realistic workloads and boundaries, open and honest relationships, stress management policies and structured career paths with achievable goals will all help to manage expectations and contribute to a positive work culture where employees feel engaged, valued and don't quit – quietly or not.

The cost of a toxic workplace culture

New research shows two-thirds (61%) of people have taken long-term leave after experiencing a toxic workplace. The research, which was undertaken by Culture Shift, looked at responses from 1,000 people in a variety of sectors including the financial, healthcare, legal, insurance and public sectors. It looked at the workplace culture in their respective organisations and whether they’d experienced negative behaviour.

The results showed what a detrimental effect a toxic workplace can have on employees. 44% of those surveyed said they’d experienced problematic workplace behaviour such as bullying or harassment with two-thirds (61%) taking long-term leave as a result of negative behaviour, 42% of respondents said they’d left a workplace permanently because of a toxic culture. Other recent research from Glassdoor found that two-thirds of candidates would not take a job with a company with a bad reputation, even if they were unemployed.

As well as being damaging for employees, a toxic culture is costly for the business. As well as the cost of recruiting and training new staff - with the possibility of losing them too if the culture remains unchanged - any employment tribunal resulting from the behaviour could also end up being very costly.

With employees increasingly prioritising their work-life balance above all else, businesses need to offer not just a good salary but also a people focused environment.

Gender, sexuality and communication.

The latest episode in our Resilience Unravelled series has now been released, Resilience Unravelled – Gender, sexuality and communication.

In this episode, Dr. Russell Thackeray talks to Georgie Williams, a specialist in gender and sexuality whose work focuses on how gender and sexuality varies in different communities and cultures around the world and how the Wests influence on those communities has shaped those identities.

Georgie identifies specifically as genderqueer and as pansexual. Georgie’s recent papers have focused predominantly on marginality pertaining to queer and specifically non-cisgender identities, but has also written about aspects of sexuality, structural violence, borders and bodies as sites of resistance through interdisciplinary and intersectional lenses.

Gender and sexuality play an integral role in all of our lives. Our dynamics, our sexual and non-sexual relationships and the roles assigned to us socially are often based around our gender perceptions of one another. In understanding how gender and sexuality vary, we can understand miscommunications between communities and cultures based on a mistranslation or misalignment of norms and practices.  If we understand them, that exclusivity is a means to create productivity, symbiosis and communication within communities. Understanding sexuality is about communication, something that benefits all of us

Georgie feels that the younger generation, in particular Generation Z, engages and focuses with this message more than many of the older generation. By focusing on visibility and representation, community based social change and practice can happen which really matters as it gives voices to individuals who were not afforded that opportunity in the first place. She thinks that globalization and access to the internet virtual spaces and social media has given younger people the opportunity to congregate and find their community.

The younger generation has been raised in a time where conversation around gender and sexuality is more open than ever before.  People can discuss sensitive matters in confidence with others who have gone through it before. In time social change can be enacted and communities will become more visible in non-virtual spaces. Small communities and marginal groups have always existed and found ways to congregate but now this is more feasible and visible.

One of the benefits of engaging with diversity in the workplace is that it focuses a brand new lens on what an organisation is doing. This will help shed light on potential blind spots that existing team members may have missed because of their own standpoint or experience.

You can listen to the podcast in full and find out further information about Georgie here. Our previous podcast episodes and upcoming guest list are also available. Our full blog archive is also available.

You can find out more about Georgie at /slashqueer.com

Trends in Organisational Development

The latest episode in our Resilience Unravelled series has now been released, Resilience Unravelled – Trends in Organisational Development

In this episode, Dr Russell Thackeray talks to Dr Jonathan Westover who is based in Utah and describes himself as a scholar/practioner. He has been an Associate Professor at Utah Valley University for 11 years and leads the Organisational Leadership Department which focuses on organisational development and change, human resource management, organisational behaviour and leadership. He also undertakes research on global comparisons in worker engagement and satisfaction, and the drivers of worker motivation across the world. Through his consultancy, Human Capital Innovations, Dr Westover helps organisational leaders better manage their people, improve leadership their skills and ultimately have high functioning organisations and teams that maximise the potential of their people.

There seems to have been a trend in the academic world over the last 20 years or so to stretch boundaries and come with new and interesting ideas to push forward organisational design and leadership. There have been academic and practioner fronts but academia has always tried to push the edge of knowledge. Although there have been major advancements in statistical methodologies that provide more insight into the theoretical world, the major principles and theories of organisational behaviour have been in place for decades. There have been tweaks and relabeling but no major advancements.

Dr Westover feels that this is because when organisational behaviour emerged as a stand-alone discipline originally it was an amalgamation of different social sciences and their take on organisations. Over time it became one discipline and it started to uncover the drivers for organisational human behaviour, group behaviour and effective leadership. These are in the main very down-to-earth, common sense ideas that sometimes get lost when fire fighting or in the day-to day grind. There is an ongoing need to remind people of the basic principles so they can be effective and drive innovative cultures but the major aspects have always been in place.

As a leading expert in global comparative studies as it relates to organisations, Dr Westover has studied the complexity of global systems as they influence organisational dynamics and the motivation of employees. One of the major things to come out of this is the recognition that a theory cannot be applied in the same way to every country and context throughout the world. Their needs to be a contextulisation of theories and their applications because they do not work in the same way in every country so generalised models break down.

Many countries still default to the west for ideas and best practice but although the principles can be similar there can be major differences. These need to be taken into any models or false conclusions about human capital, the workforce and skills emerge.  Ideas then emerge that there are problems with the workforce whilst the issue has more to do with the management structure, organisational style and work allocation.

Whilst leaders like predictability and consistency and would like to see generic policies and procedures across all their sites, if you’re a multinational based in 50 different countries it simply will not work.

You can listen to the podcast in full and find out further information about Dr Westover here. Our previous podcast episodes and upcoming guest list are also available. a

You can get in touch with Dr Westover at innovativehumancapital.com