Quiet quitting: Down to managers to stop it – Davos Leaders


Davos panel believes that the responsibility to stop quiet quitting is on the managers.

Photo of employees working in the office.
Quiet quitting is used to describe workers who quietly shifted to contributing just the bare minimum at work while giving their private life higher priority. PHOTO: ST FILE

A panel of managers and human resources professionals at the World Economic Forum discussed the responsibility of managers and business leaders to prevent “quiet quitting” after the pandemic fundamentally changed working conditions. “Quiet quitting” refers to employees who, while working from home, shift to contributing just the bare minimum while giving their private life higher priority. The phenomenon is the continuation of the so-called great resignation, a term to describe a wave of exits particularly by young staff in the aftermath of the pandemic, according to organizational psychologist Adam Grant from the University of Pennsylvania.

“It’s a top-down leader’s job to solve this problem,” Vimeo Chief Executive Officer Anjali Sud said on Tuesday in Davos.

The panel believes that it’s the responsibility of leaders to communicate differently and to prevent inner resignation, as bad managers threaten morale, engagement, and performance. Mr. Thierry Delaporte, CEO of Indian IT multinational Wipro Ltd, highlighted that giving workers mobility and visibility on how their careers can progress is vital to avoid quiet quitting.

The panel believes that it’s up for debate whether the phenomenon is condemnable slacking or merely an act of self-defense after hustle culture didn’t pay off on their end. However, there’s growing support for the view that it is bosses who need to prevent inner resignation, with bad managers threatening morale, engagement, and performance. Employers conducting entry interviews or stay interviews and understanding the employees’ needs can help prevent the “quiet quitting” phenomenon.

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