Dedicated employees have a desire to perform and succeed. They are happy to work for the greater goals of the company, even if it goes beyond their formal role. And it's fun! We see the success of our efforts, we can contribute to something important, we are seen. We can stand out from the crowd, improving our career opportunities and future prospects in general.
These views were widespread 15 years ago. Sentences like "My career is made after 5 p.m." and "You can't get ahead later without a year abroad." paired with corresponding incentive systems such as the individual bonus, the greater visibility, the involvement in special projects, the considerably larger network as a result were motivating and energising at the same time.
Many companies have designed their incentive system and appreciation model around performance and special commitment. And in some cases, the extra performance is even included in the estimated available resources. Projects are often based on 100% workload per person, with administrative tasks or ad-hoc problem-solving accumulating on top.
The calculation still adds up as long as the needs of the employees such as social recognition, financial freedom and a sense of belonging are met. According to the Federal Statistical Office, twelve percent of the working population worked overtime in 2021. So 4.5 million people worked more than the job description stipulates. But this system has its downsides. According to the Gallup Engagement Index, the risk of Burn-out increased by 12% from 2018 to 2021.
Burn-out
It becomes difficult the moment when, despite great personal commitment, these needs are no longer satisfied. Perhaps there is a lack of appreciation because another colleague is in the spotlight. Perhaps unexpected problems arise, resulting in increased pressure, stress and failure. Then the house of cards collapses. When the performance of our role in the organisation blends into our person, and stress and negativity into our self-image, adverse health effects are to be expected. This is exactly where burnout arises. The desire to get it done demands all your attention and life energy. You don't see the Burn-out coming, you don't have any antennas for it and suddenly you're in it. Nothing works any more. The way out is arduous.
Trend reversal
The needs of the working population are changing. In recent years, companies are increasingly working out the meaning of their work. The overall ecological concept is gaining in importance. The sensitivity for appreciative treatment has grown enormously. Generation Z, among others, has anchored this very clearly in their values. Relationship words were a main reason for employees to quit last year. The younger generations don't want to work overtime any more, don't want to be exhausted in their jobs and work for 40 years in one and the same company. Physical health is much more focused upon nowadays.
Work is losing its status. The family factor has long since overtaken it. In addition, there are socially relevant themes such as deceleration or the trend to set limits. These themes are of particular concern to young employees. But they are not the only ones who are reflecting on other values. Employees in midlife are also experiencing new priorities due to circumstances such as the birth of their own children, illness, separation or even crises such as the COVID pandemic. Motivated workers are probably also looking for flexible working models to better balance skills, interests and values. The flexible change between topics and tasks could help stabilise energy levels and physical and mental health in the long run.
Quiet-Quitting - Differentiation between Role and Person
Differentiation and separation are enormously important today. Employees who do not put their career first, but rather their health and family, do not intend to work overtime and do any extra work that is not contractually required. They prefer to invest their energy in other areas of life. This effect is called "quiet-quitting". It is not the same as internal resignation, where employees are already willing to leave the company and are just waiting for the best exit opportunity. Quiet-quitting employees like their work. They like being there and doing their tasks - but only within the agreed framework. Colleagues whose life focus and values have changed gradually withdraw from extra tasks, no longer volunteer for foreign assignments. They do their job by the book and have no time for more. This time has already been invested elsewhere! Overtime now competes with commitments made to family, friends and hobbies.
Quiet-quitting could be understood as a step of an individualistic culture, not expressed loudly, collectively and in an organised way, but silently a resistance to the old working models.
Effects of Quiet Quitting
Since employees do not continue to engage with the company after the punctually end of working day, important impulses go missing. Business processes and coordination take longer because employees are not available in their free time. The windows in which meetings can be arranged are getting smaller. There are also fewer employees who draw attention to potential problems, make suggestions for improvement on their own initiative or support others in their tasks if this is not described in their duties. Last but not least, they do fewer work-related favours for their bosses or colleagues. This can easily affect the team atmosphere, for example if the distribution of the workload is perceived as unfair and one or the other feels let down. Appreciation becomes difficult and conflicts are pre-programmed. An honest exchange about expectations, contributions and rules is needed to counteract this!
In many companies, there is also a growing vacuum of unfinished business. Companies would do well to review the assumptions behind their resource planning if they do not want to run into an additional bottleneck alongside the shortage of skilled workers. Which orders can be accepted? How much manpower is really available?
The challenge for leadership culture
In the future, companies will need people who think for themselves, want to make a difference and show real commitment. This is particularly promoted by a work culture in which employees are happy to give their all, and do not feel exploited or overworked in the process. Quiet-quitting is a trend based on our fast-paced world and is further supported by the current labour market. To find and retain motivated and committed workers, companies need to offer more than a good salary. Future employees are looking for a contemporary meaning in their job that drives them intrinsically. They want to be perceived as a living part of the company and be allowed to act accordingly. For managers in companies, this means no longer building on the "extra mile", but helping to shape the corporate culture in such a way that overtime is no longer necessary in the future.
Supportive framework conditions:
- Modern working conditions with fair pay and hybrid work concepts are among the hygiene factors in the future. They are obligatory.
- Appreciation of individual and collective contributions based on the inner attitude towards others will become an integral part of the work culture.
- Genuine teamwork that promotes cohesion and team energy will become the decisive factor. This does not mean organisational units, nor does it mean task-specific changing teams. It's about releasing emotional energy that inspires the joint work process and makes it fun.
- Rest culture: The increasing complexity of the tasks to be done reduces the span of concentration. Nowadays 3-4 hours of work at a stretch is rarely still productive. A rest rhythm is needed that fits today's modern working methods and is accepted throughout the company.
- Leadership awareness of the tensions and challenges of today's working world is crucial. Only when the right behaviours are exemplified, promoted and appreciated a real cultural change will be possible.
- Self-determination: Shaping everyday work according to individual needs enables employees to realise their full potential. People who are able to perform their tasks according to clear goals and in their own way usually do that willingly and well.
- Further development in line with employees' personal interests increases their commitment and creative potential to solve future problems.
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