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How staff empathy may prevent "quiet quitting"



More than half of Australian employees have been approached with a job offer from a new employer or recruiter.

HR platform HiBob has revealed 62% of employees have been approached to consider jumping ship.

Interestingly, the research also found staff will be inclined to stay with their current company if there’s growth and success and measures to include them.

Employees who aren’t developing will usually move. This puts the emphasis on providing training and inclusive development to keep your staff happy.

There’s a few buzz phrases associated with the staffing conundrum (remember the Great Resignation?) A new one to the list is “quiet quitting” resulting from staff facing burnout due to increased expectations to perform unpaid overtime.

Shortages in staff has led to a skills drain in the market Hays has revealed in its latest salary guide. Compounded by the skills shortage, an epidemic of “quiet quitting” has come to the surface, the recruiter says.

Quiet quitting is where employees “tune out” and perform the bare minimum at work.

“For them, an adequate effort is enough to get by, ” managing director of Hays, Nick Deligiannis told Accountants Daily.

The Salary Guide found 45% of businesses increased their overtime demands in the last financial year. Here’s the alarming stat: Most of those hours (56%)went without payment.

Hays Salary Guide found of 4,400 organisations, 24% of those looking or planning to look for a new job in the next 12 months raised poor work/life balance as a driver.

You should learn how to motivate your team to focus on outcomes over outputs and deliver real value. Our scrum master course does this in a sustainable, inclusive way.

An interesting article by Mckinsey suggests employers need to show more empathy to their staff. Showing understanding is important, McKinsey says as staff are showing prolonged “trauma” from adjustments to new working practices.

Get top tips on how to retain your staff.

Written by Adria Horn, executive vice president of workforce at Tilson, a national telecom provider based in Portland who is also a lieutenant colonel in the US Army Reserve and an army veteran who served five military deployments.

Adria says the employees are largely coming to grips with the ambiguity of adjusting to a new normal of work “after a long stretch of muddling through the crisis created by a global pandemic.”

Adria, says the employee response “is a normal response to a traumatic period.”

“If employers truly acknowledge this, they can empower employees to find their way,” Adria says. “Employers should stop trying to aggressively retain employees. If ‘the thing is not the thing,’ then set them free professionally and welcome them back if and when it’s right for them again. “Tracking the number of return hires they have, is a better long-term gauge of how they’ve treated their employees after a traumatic event.”




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