"My subordinates have been lacking in enthusiasm lately, and the team atmosphere is bad... Is this a 'quiet retirement'?" "I want to motivate my subordinates, but I don't know how to interact with them, so I end up not getting anything done..."
Many managers feel that their subordinates' motivation is declining, but are unable to identify the root cause and are therefore unable to take effective measures.
A silent departure is when an employee performs only the minimum contractual duties without clearly indicating their intention to leave.
This is not simply "laziness" but rather stems from a decline in engagement, so superficial encouragement will not solve the problem and may even make the situation worse.
In this article, we will solve the following problems:
- I want to understand the specific causes of "silent resignation" and what they are.
- I want to know the signs to identify whether my subordinates are in the "silent resignation" phase.
- I want to learn specific communication methods to draw out my subordinates' true feelings and rebuild trust.
- I want to understand in advance the "failures" that occur when well-intentioned measures backfire.
- I want to find an effective action plan I can put into practice right away.
This article is aimed at those who have the above-mentioned issues and will explain in detail what quiet resignation is, its causes, and specific countermeasures. Quiet resignation is not an issue for individual subordinates, but a great opportunity to reconsider the structure and management of your team. Use this article as a reference to take the first step toward motivating your subordinates and increasing the productivity of your entire team.
What is Quiet Quitting?
You've been hearing the term "quiet retirement" more and more, but do you understand exactly what it means?
This phenomenon is more than just a trending word; it reflects serious challenges facing the modern workplace. Let's start by properly understanding what quiet retirement is, its definition, and the context behind it.
A work style in which only the minimum amount of work required by the contract is carried out
Quiet quitting is a term that refers to an employee's work style in which they do not officially resign, but instead remain in their current position, but only work within the scope of their contract and do not devote more passion, time, or effort to their work than is necessary.
The important thing is not to equate this with "slacking" or "lazyness" - they do their job well.重要なのは、これを「サボり」や「怠慢」と同一視しないことです。彼らは与えられた職務はきちんと遂行します。
However, they no longer make "contributions beyond their roles" such as voluntarily working overtime, volunteering to take on new projects, or actively participating in company events. This behavior is the result of a significant decline in engagement (enthusiasm and desire to contribute) with work.
The changing values of Generation Z and the diversification of work styles behind this
The term "quiet retirement" became popular worldwide in the summer of 2022 after a TikTok video.
This term has spread rapidly, especially among the younger generation, but behind it lies a serious problem with working styles.
The traditional value of "selfless devotion to one's company" is fading, and the idea that "work is only a part of life, not everything" is becoming more widespread, especially among Generation Z. There is a growing tendency to prioritize private time and mental health, and to seek work styles with a good work-life balance.
These changes in values are creating an environment in which people are choosing to retire quietly.
The harsh reality of Japan's 5% engagement rate
This problem is particularly serious for Japanese companies. According to Gallup's latest State of the Global Workplace 2024 Report, Japan's employee engagement rate (the percentage of employees who are enthusiastic about their work and willing to contribute) will be just 5% in 2023.
This is a grim result, significantly lower than the global average of 23% and the lowest among the countries surveyed.
The same survey found that 59% of employees worldwide are disengaged and have "quietly left." In Japan, where engagement is extremely low, it is highly likely that "quiet resignations" are occurring behind the scenes at many companies.
It is estimated that this low engagement is causing economic losses of 8.8 trillion dollars (approximately 1,300 trillion yen) worldwide, making it a problem that cannot be taken lightly.
Why do subordinates choose to "quietly quit"? 5 possible reasons
There's always a reason why your employees suddenly seem unmotivated.
Taking measures without understanding the causes will only lead to misguided results. Here, we will delve into the five most common reasons why employees choose to "quietly quit."
1. A sense of unfairness in evaluations, as if efforts are not being rewarded
"Even if I work hard and achieve results, my colleague who is favored by my boss gets more recognition." "No one looks at my process or ingenuity, I'm judged only by the results."
This sense of unfairness in evaluations significantly reduces employee motivation.
When employees feel that their efforts are not properly recognized or rewarded, they will think, "There's no point in trying so hard," and stop putting in any more effort than is necessary.
2. Uncertain career paths that prevent growth
"I don't feel like I can improve my skills even if I stay at this company" and "I have no idea what I'll be like in three or five years."
Employees want to experience personal growth through their daily work. However, it is difficult to maintain a desire to grow in a workplace where career paths are unclear and future prospects are unclear. Employees are denied opportunities for growth and end up feeling trapped, leading them to quietly close their hearts, thinking, "There's no point in working hard here."
3. Declining engagement and a lack of motivation to contribute to the company
Another major cause of declining engagement is not being able to empathize with the company's vision and goals, and not being able to see the meaning of what your work is ``purposeful for.''
If you just do the tasks you're told every day, you won't feel passionate about your work.
When employees lose the desire to "contribute to society through this work" or "contribute to achieving the team's goals," they will feel a distance between themselves and the company and will end up merely fulfilling the bare minimum of their roles.
4. A change in values: not wanting to sacrifice one's personal life
Working styles that require sacrificing one's personal life, such as excessive workloads, regular overtime, and working on holidays, are incompatible with modern values.
As the idea of "work to live, not live to work" becomes more widespread, a corporate culture that neglects work-life balance is exhausting employees both physically and mentally.
In many cases, people choose to "quietly retire" as a defensive reaction to protect their physical and mental health.
5. You don't have a trusting relationship with your manager.
Ultimately, many problems stem from your relationship with your manager.
"It's hard to ask for advice even when I have a problem," "I feel like I'll be rejected if I speak my true feelings," and "They don't understand me."
This lack of trust leaves employees feeling isolated and significantly less engaged. In an environment without psychological safety, employees will harbor problems and frustrations and quietly disengage.
Don't overlook it! 3 signs that your subordinates are "quietly quitting"
As the name suggests, "silent retirement" occurs quietly, making it difficult to notice.
However, if you observe carefully, you will definitely see signs of this. Here are three typical signs to help you avoid overlooking small changes in your subordinates.
Sign 1: You don't speak up in meetings and stop making new suggestions
If a subordinate who previously actively expressed their opinions has become silent in meetings, you should be careful.
The feeling of resignation that one's opinion will not be accepted and that it is useless to speak up takes away the desire to speak up.
If new ideas or suggestions for improving work processes are no longer being presented, this can be a sign that employees are losing passion and a sense of ownership for their work.
Sign 2: They refuse to take on any tasks outside of their assigned duties
They no longer volunteer to ask, "Is there anything I can help you with?" and once they have completed the tasks they have been assigned, they simply leave at the regular time.
This is typical behavior of a "quiet resignation," where you only work within the scope of your contract.
If you notice that you are unwilling to help other team members when they are in trouble or avoid taking on new roles or responsibilities, these are warning signs.
Sign 3: You're chatting less with your coworkers and avoiding communication
I used to chat with my colleagues during lunch and breaks, but recently I've been spending more time alone.
Intentionally avoiding communication outside of work is also a sign that employees' sense of belonging to the organization is declining.
It could be a sign that you don't want to put the energy into maintaining workplace relationships, and behaviors that isolate you from your team are a key sign that shouldn't be overlooked.
Five concrete steps managers can take today to ensure a quiet retirement
If you notice signs of "quiet retirement" in your subordinate, the most dangerous thing you can do is turn a blind eye.
However, you should not act hastily. Here are five concrete and effective measures that you, as a manager, can start putting into practice today.
1. First, make time to face your subordinates' true feelings through one-on-one meetings.
The first step in this process is to have regular one-on-one meetings with your subordinates, focusing on them rather than on their progress.
The important thing is for managers to listen rather than talk. The aim is to draw out the true feelings of subordinates by asking open questions such as, "What has made you feel rewarded at work recently?" and "Is there anything you're struggling with, or something you wish was better?"
[Practice] Questions to get your subordinates to reveal their true feelings in 1-on-1 meetings
To avoid the one-on-one meeting becoming a mere formality, the quality of the questions you ask is important. Rather than jumping straight into the essence of the matter, try to ask questions that will gradually build trust and allow for deeper conversation.
- Questions to understand the current situation: "How is work going lately?" "Are you feeling overwhelmed by the workload?"
- Questions about motivation: "What do you find most interesting about your current job?" "Conversely, are there any tasks that you find a bit boring?"
- Questions about career: "What skills do you want to acquire in the future?" "What kind of work would you like to be challenging yourself with in three years?"
- Questions about relationships: "Is there anything you (the manager) would like me to do more with in terms of support?" "Is there anything you would like to improve about the way your team works?"
The key to success when asking these questions is to never sound confrontational, but to convey genuine interest and a desire to help.
2. Specifically align the purpose of work and expected roles
"To what part of the overall project does this work connect, and what value does it provide to the customer?"
If your subordinate has lost sight of the meaning of their work, it is effective to reaffirm that purpose. Furthermore, communicate specific expectations to them, such as, "In this job, I expect you to utilize your strengths in XX and achieve XX level."
This will help your subordinates to rediscover their own value and regain their motivation by clarifying their goals.
3. Recognize small accomplishments and processes and express gratitude
Recognizing not only major achievements but also small daily efforts and innovations will increase your subordinates' sense of self-efficacy.
"The materials you just gave me were very easy to understand. Thank you." "Your perseverance in difficult negotiations was a great help."
Make it a habit to express gratitude and praise in a specific and timely manner.
Feeling recognized is the most powerful nutrient for engagement.
4. Give your subordinates work that utilizes their strengths and provide them with opportunities for growth.
Everyone has things they're good at and like to do.
Take a good look at your subordinates' strengths and interests, and intentionally assign them tasks that will allow them to make the most of them.
By giving employees work that they would like to try or tasks that are a little challenging, you can bring out a sense of ownership and fulfillment in their work.
This is also an important role of managers to support their subordinates' career development.
5. Respect work-life balance and avoid making unreasonable demands
The foundation of trust is consideration for your subordinates' personal lives and health. Never force them to take on unplanned work or consistently work long hours.
Saying things like, "Do you think you can handle this workload comfortably?" or "Have you been getting enough rest lately?" will give your subordinates a sense of security.
By demonstrating your respect for work-life balance, managers can create psychological safety for the entire team and enable sustainable working practices.
[Caution] Common mistakes when planning a "quiet retirement"
Sometimes actions you take with the best of intentions for your subordinates can end up making the situation worse.
Here are three common mistakes managers make. Avoid these traps and take effective measures.
Mistake 1: Refusing to accept it as a matter of morale
The worst thing you can do is to give a moral-based pep talk like, "You seem unmotivated lately," or "Have more passion!"
Behind "silent resignations" lie structural problems such as the evaluation system, working environment, and interpersonal relationships. If you assume the cause is a problem with the subordinate's personal qualities, they will shut themselves off completely, thinking, "This person doesn't understand me at all," and you will lose any opportunity to have a dialogue.
Failure example 2: 1-on-1 turns into a managerial monologue or business report session
Even if you set aside time for one-on-one time, it's meaningless if the manager unilaterally states their opinion or ends the meeting by simply checking on the progress of work.
The main player in a one-on-one is always the subordinate. Managers should devote 80% of their energy to "listening." The first step in building trust is to listen to the end with an empathetic attitude, rather than interrupting the subordinate or imposing your own values on them.
Mistake 3: Comparing yourself to other employees
"Your colleague, Mr./Ms. X, speaks up more proactively than you do," or "Other members are completing more tasks than you." Comparing yourself to others does not motivate others; it only hurts their pride and creates strong feelings of resentment. Evaluations and feedback should always be based on "absolute evaluation," comparing people to their own past actions and achievements. It is important to recognize that comparison is a dangerous act that can further decrease engagement.
What is a quiet retirement? Summary
Quiet departures occur when employees lose enthusiasm for their work and only perform the bare minimum required by their contract.
Deeper rooted causes can lie behind this, including dissatisfaction with performance evaluations, a sense of career stagnation, and a lack of trust with their manager.However, this isn't just a problem for your subordinate. Rather, it can be seen as an important signal that prompts you to objectively reexamine your team's challenges and your own management style.Recognize the signs you see in your subordinates, understand their causes, and above all, muster the courage to open a dialogue. The five measures introduced in this article are all things you can start doing today, even if you don't have any special skills.
You don't need a perfect plan. Why not start by sincerely listening to what your subordinates have to say? This step will be the surest path to rekindling your subordinates' hearts and building a strong, trusting team.
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