Putting the "Quiet Quitting" Vs "Quiet Firing" War to Rest!

In this post-Covid world there is a battle going on, and one that we have been watching escalate. It's the battle between the employer and the employee.

First there was the "quiet quitting" trend... a craze that took over TikTok where hundreds of thousands of people flooded pages with declarations that they would no longer go over and above their job requirements. These content creators felt they had given way too much of their livelihoods to corporate companies who didn't care about them and so were putting boundaries in place to reclaim their lives, free from the toxic hustle culture of corporate workplaces.

It didn't take long before the chords of discontent started strumming and now  it seems, workplaces are clapping back as the term "quiet firing" is trending. 'Quiet firing' refers to managers and employers who may be holding people back or unfairly managed in the workplace.

What is clear from these two post-Covid terms, is that there is a big disconnect between employees and employers which seemingly boils down to a lack of communication, and teams not  being aligned on expectations.

While employees should absolutely implement boundaries for a healthy work life balance, the trouble with the current situation is that data suggests the "quiet quitting" craze is actually a result of a poor workplace culture and bad management rather than employee's work ethic.

In fact, a study by the Harvard business review, has found that managers ability to balance getting results with a concern for other's needs directly impacted the number of employees willing to go the extra mile.

It's clear from these studies that people don't just want to go to work, clock in, clock out and do the bare minimum... that doesn't make for a fulfilled employer... and lack of fulfilment indicates a lack of wellbeing.

So how can companies respond to this disconnect?

By creating a positive work environment where employees feel acknowledged and empowered, managers feel respected and supported by their teams, and as a result, the business grows and flourishes.

In the workplaces we visit, we have noticed some positive trends including:

• Reduced absenteeism
• Higher job satisfaction
• Higher engagement of staff
• Improved communication and working together towards business goals
• Higher productivity
• Less staff turnover
• Increased scores in performance reviews
• A happier, more enjoyable workplace

The four steps to a strong workplace wellbeing program include:

At the Phoenix Cups, our framework for wellbeing allows you to easily identify your needs using an analogy about Cups. (We call this your Needs Profile, or Cups profile). You can find out more about the framework we use here.

By identifying not only our own needs, but the needs of those around us, and implementing plans to ensure everyone feels fulfilled and gratified, companies can expect to see positive results all around, putting the quiet quitting vs quiet firing war to rest!

For more information about our workplace wellbeing programs, visit here..