Work environments have hit rock bottom as workers put in less effort and time into their jobs, signaling a larger problem. Employees are quitting quietly and settling for less effort and less workload, which begs the question- is this about setting healthy boundaries or simply not caring about management? Regardless, there is a widespread management failure that has led to a significant portion of the population feeling so unhappy at work they need to adopt a new mindset. As a career advisor, I have documented what makes employees unhappy, which has driven The Great Resignation and The Great Regret, which is still a significant factor in the American economy.
Management keeps asking their best employees to do more with less. Doubling or tripling workloads, setting higher targets, and goals without resources or asking for greater accountability without commensurate responsibility are just a few examples. If these things happen without additional compensation or recognition, one might consider quitting quietly. However, managers have their reasons, such as upsetting the balance if it is working, constantly aiming for profit margins, and difficulty in assigning responsibility to all department heads. But is the growth worth sacrificing employee satisfaction and wellness?
Good intentions and P&L management may cause managers to overlook their role in managing living, breathing human assets. If the answer is “maybe” or “no” to maximizing efforts from one’s team, the issue must be accepted, identified, and corrected. When one employee quits quietly, the company is not at peak capacity, and more employees may quit if the problem is not addressed. Making time to show appreciation, asking if employees need anything, and having conversations about goals can positively impact one’s team.
Investing in one’s team and showing gratitude can ultimately steer one away from becoming a participant in the latest resignation trend. It is important to remember that unhappy employees are not only vulnerable but also detrimental to a company’s growth. By setting healthy boundaries, addressing the underlying problems, and valuing one’s team, one can prevent talent from being wasted or worse, walking out the door.
About the Author: Amy Feind Reeves is the founder and CEO of JobCoachAmy, a Boston-based consultancy leveraging her experience of over 25 years as a senior executive and hiring manager to help professionals find and keep jobs that make them happy. She has been featured in various publications and is a regular speaker for undergraduate and new alumni groups, women’s conferences, and wellness resorts. Amy graduated cum laude from Wellesley College and has an MBA from the Tuck School at Dartmouth College. She is a past president of the Tuck Club of Dartmouth and a current member of the Board of Trustees of The Nature Conservancy of Massachusetts.