In a recent article, Jim Harter explored the alarming rise of quiet quitting, which has now claimed at least 50% of the US workforce.

Quiet quitting = the practice of disengaging from your work, only achieving the bare minimum in order to retain your job.

In response to this trend, companies have made stronger and stronger employee promises, such as a focus on flexibility, and employee wellbeing. These promises, however, often only worsen the situation. If they are perceived as hollow, they breed cynicism, and further detachment from jaded employees. Experiences, Harter argues, speak louder than promises, and experiences can only be guaranteed by a robust work culture.

How Do We Change a Workplace’s Culture?

To align a culture with your values, you must first understand the culture you already have. Harter suggests appraising this through quantitative and qualitative metrics, acquiring data through company-wide polls and surveys. You should ask employees questions like: 

  • What motivates you to stay at a company?
  • What key moments convince you that a workplace is for you?
  • What experiences push you away?

The answers to these questions should be the basis for meaningful workplace reform. Rather than vague platitudes, changes can now revolve around real employee experiences.

The Importance of Managers & Quiet Quitting 

While these reforms should be encouraged at an executive level, managers are crucial in shaping an office’s culture and preventing employees from quiet quitting. Working with teams every day, they shape the ways in which employees interact with one another. This in turn shapes the overall atmosphere of a workplace. 

At Make Happy we work with leaders and managers, helping them foster a respectful, productive culture that can spread throughout their organisation. If this interests you, contact us about our culture workshops.