Quiet Quitting or Quiet Firing? Who bears the responsibility?

Quiet Quitting or Quiet Firing? Who bears the responsibility?

For some time now, the term “quiet quitting” has been circulating in the media. Although not new, “quiet” quitting has gained newfound popularity. What is the origin of this problem? We have attempted an explanation and defined three values for a functioning corporate culture.

A new trend, an old problem.

According to Gallup, the percentage of employees who are “not engaged” at work has long since exceeded 50% since 2000. Remarkable, then, how numerous overworked people are now uniting on social media to subscribe to the zeitgeist of a long-known problem and unanimously vent their weariness and frustration on the job to the outside world.

The side of the employers

Rejection of unpaid overtime by going the extra mile: “Selfcare” is what proponents call it:

For many employees, “quiet quitting” is a sensible retreat from the round-the-clock culture that has crept into many companies and become especially pronounced in the wake of New Normal and New Work. For employers, these employees are like a defiant child who doesn’t want to listen and sulks because they aren’t getting what they want. Unmotivated employees who only do what is necessary and dodge work. They could find many reasons to no longer want to employ such employees, however there is no reason to officially terminate the contract.

However, to blame employees as the inventors of “quiet quitting” is too short-sighted.
What if “quiet quitting” is now a reaction to “quiet firing”?

Is there a culture problem between employees and employers?

The employees’ page

The old working world with its static foundation is slowly crumbling. New employee needs are becoming apparent, but companies are holding on to the old structures.

“Quiet firing” could therefore be a lack of commitment on the part of employers to provide their company and its employees with the right tools to accompany them into the new world of work and to open up new perspectives.

More than anything else, the defiant child is curious. It needs not only guidance, but above all trust and personal responsibility. It doesn’t want to just function, it wants to learn and develop.

Are they simply not making an effort? Or maybe they just don’t know how? If employers or employees are unable to embrace the changes in a new, volatile world of work and share valuable ideas, it looks like they are facing a ruined relationship

Three values for corporate culture

Rigid hierarchies, entrenched routines and the lack of appreciation on both sides could be reasons for quiet quitting and quiet firing. Therefore, we sat down together and defined three values that – we believe – form the foundation of a functioning and appreciative corporate culture.

1. Closer collaboration through appreciative interaction
2. Enhanced curiosity with which to break out of old patterns
3. Building trust through more personal interaction

We are convinced that internalizing these values and implementing them with the right measures is essential to counteract “quiet quitting” and any other effects of the changing world of work.

We could set a whole new trend based on these values and simply call it “Loud Continuing”. Wouldn’t that be something completely new?