The phenomenon of ‘Quiet Quitting’ has to be seen in the right perspective. The first, dismissive take was that an increasing number of the workforce is psychologically detached from their jobs and are doing the bare minimum. But in reality, ‘Quiet Quitting’ does not mean that people are spending a miserable 8 to 10 hours a day at the job. ‘It refers to quitting the idea of going above and beyond and no longer subscribing  to the hustle culture that work has to be your life.’ The 2-year global pandemic ‘was a pause on the constantly running treadmill.’

The Wuhan virus emerged from a lab leak in China. So does the Quiet Quitting Syndrome. There is a great similarity and link to recent trends amongst Chinese millennials such as ‘touching fish’ (mo yu) in which young people chat about how to pass time by drinking 8-10 glasses of water a day or dancing and exercising during breaks in the office. Such Tik Tok videos became the rage in a country where the ‘Factory to the World’ has many labour camps. Jack Ma, the tech billionaire, had publicly pushed for 12-14 hour work days. The founder of the e-commerce behemoth Ali Baba, who has now been side-lined by the Chinese Communist Party, has now toned down to say that tech advancements would help people work for fewer hours and live longer.

There is enough evidence to establish that this has become a global phenomenon. 50% of the US workforce have defined themselves as Quiet Quitters-doing what the job requires, no more and no less. Setting healthy work boundaries and not working outside routine job hours unless adequately compensated. No emailing after work hours, not responding to messages on the weekend and no off-the-clock meetings. In a sense, this acknowledges the global workforce burnout (52% per Gallup polls) and is being projected as the ultimate mantra for work-life balance. Sadly, India has the lowest well-being worldwide, a measly- 11%. (Gallup 2022 State of Global Workplace Report.).

Whilst Companies continue to talk about employee-centric initiatives to help fight burnout, disengagement and overwork, there is enough research to show that people are working way too much in today’s hyper-connected world. Most employees are fed up with a system that insists on taking their personal time without giving anything in return. So they are reclaiming their powers by just doing their job.

This unhealthy, silent battle is essentially rooted in ‘low conscious leadership’ which creates the Us vs Them dynamic. Organisation leaders are not accepting their crucial role in creating a burn-out culture which now pushes their team members to set the work hours boundaries. Such leaders, and unfortunately their numbers are growing, do not empathise with vulnerability, champion open dialogue, welcome diversity of perspective or ideas or encourage self-care or dignity in the workplace. In a way, quiet quitting is a misnomer for 2 words- ‘toxic culture. The participants are not doing anything radical. They are not sleeping at the wheel. They have just drawn the line- going about their business and performing their functions as required during their agreed-upon work timings.

Quiet Quitting is less about a lack of interest in work than about a Manager’s inability to build bonds. Where are the people who invest time in building one-to-one relations with their teams? Where are the leaders who ask themselves, ‘How best can I support my team members?  There are some but their breed is declining. This trend is putting the spotlight on a mechanical work culture where even the manager-employee relations have become transactional.  One of the big reasons for Quiet Quitting is the feeling of being underappreciated or even disrespected. To reverse this crisis, a supportive environment has to be created where the employees feel comfortable in voicing that they are deadbeat or that their bandwidth is exhausted; or in taking time off for personal wellness or family; having fun collaborating with colleagues and coming out with innovative solutions for their challenges.

To be an Advocate for the Greater Good, the Manager has to say ‘NO’ to projects and assignments which are beyond his team’s bandwidth. Mobilise more resources to be more efficient and productive instead of piling even more work on employees who are already sorely stretched. Proactive leaders may free some employee capacity by scrapping unproductive meetings; bringing some flexibility to Work from Home norms; by simplifying and streamlining processes. The leader has to become an example for the team for work-life integration. If she/he is addicted to sending emails during the night or calls during lunch break or reviews during weekends, it’s time to sit back and reset the boundaries.

There are, of course, downsides to this trending trend. There are corporate leaders and HR coaches who simply see it as symptoms of tardiness and laziness.  Some also suggest that such employees lack the motivation to ladder up or grow as professionals. They are also sarcastically compared to the chronic over-achievers in this all-pervasive all-on culture. Some of these Star-employees tend to be loud and morph into Yes-Men for the Boss. Some others manipulate and project themselves into the Boss’s good books. A co-worker who often stays late at the office or responds to e-mails on Sundays gets the attention & appreciation of the Senior Management. The attitudes and choices of these chosen ones quietly become the norm for the workforce. The flip side is that many figure out that there is no point in channelizing all energy into work where there is a lack of career growth opportunities as they have not signed into the hustle culture. If there is no suitable opportunity outside they settle down quietly under the radar.

Yes, every office and workspace has its share of underperformers and even troublemakers. If they do not mend their ways, they have to be shown the EXIT door. There are HR pundits who castigate the entire bunch of Quiet Quitters as people who are missing out on a chance to feel a real purpose in their lives. In polite lingo, they are branded as ‘Slackers’ or ‘Shirkers’. Many corporate honchos call them out as ‘lazy bums.’ The quiet response is that they are trying to locate their sense of purpose and identity outside their jobs- with family and friends, in hobbies and social work, through spirituality and meditation.

Quiet Quitters are at risk of losing their jobs and being passed over for promotions and salary hikes. But corporates regularly pass over deserving candidates for promotions and salary hikes. They also lay off hard-working people all the time because they have to ‘cut flab’ or because of factors like seniority, personal relationships, failed strategy or just to slash costs. Then, there are leaders who penalise and ignore employees in the hope that they leave off their own accord. This is called ‘Quiet Firing.’

The other real concern that psychologists point out is that emotional detachment at the workplace cannot be confined to the workplace alone. It spills over into the other areas of a person’s life. It permeates into home and family, friends and social life. It can lead to alcohol and drug excesses or even addiction. Well-meaning HR counsellors suggest taking a break, re-evaluating career options, upskilling and doing nothing which undermines the professional reputation or the individual resume.

Quiet Quitting has a big downside for the bosses, who have long relied on employees for extra-long work hours and doing work that is not accounted for in their salaries or job descriptions. Companies may be forced to hire more to achieve productivity goals or business targets rather than expecting current employees to put in 12-hour work days without appropriate rewards or compensations. Hence, there are likely to be massive downstream effects for corporates and industries across the spectrum. CEOs will have to mull over and decide whether they can rely on their existing teams to deliver during a downturn or whether they can afford to fire and replace seasoned quiet quitters in a tight labour market.

Interestingly, an AI start-up claims to offer a solution- analysing emails & slack messages to detect the level of engagement, burn-out and turnover risks amongst employees.

Corporates, Industrial houses, large firms and Institutions can only ignore ‘Quiet Quitting’ at their own peril. A more open-minded, engaged and grounded leadership can stem the flow of this malaise and can even turn the growing tide of employee disenchantment.