Quiet quitting: The true cost of disengaged employees

Quiet quitting is on the rise and it's costing organisations money. According to Gallup’s global workplace report for 2022, just 9% of workers in the UK were engaged or enthusiastic about their work, ranking 33rd out of 38 European countries, with the same report suggesting that disengagement can cost a company up to 34% of the employee's salary. But, a disengaged employee doesn't just result in a financial loss, it also impacts on customer service, performance and even employee safety. In reality, quiet quitting isn’t a new phenomenon. Presenteeism (being physically present at work, but unproductive) has been around since work began, with organisations doing their best to ensure their workforce is engaged and fulfilled and are willing to make ‘discretionary effort’, or to ‘go the extra mile’. Yet, the events of the past couple of years have stretched and squeezed employees to such a degree that many are reevaluating how much energy and commitment they’re prepared to put into work, with priorities shifting to home and family. With increasing fears around the cost of living, workers are unwilling to leave jobs or make dramatic changes even if they’re unhappy. They might be sick but they’re showing up. They might be actively disengaged or even hostile, but they turn up anyway. Far from ideal for both employer or employee. “Engaged employees consistently put in discretionary effort: they are willing to go the extra mile, they work with passion, and they have a genuine connection to their organisation,” says Nathan Miller, managing director, UK & Europe, Humanforce. “They are the people who will drive innovation and move your business forward. Quiet quitters are the opposite of that. They are disengaged and are doing the bare minimum to hold onto their job.”We know that a happy workforce is more productive. According to Gallup analysis, business or work units that score in the top quartile of their organisation in employee engagement have nearly double the odds of success (based on a composite of financial, customer, retention, safety, quality and absenteeism metrics) when compared with those in the bottom quartile. Healthy employees are generally happier and show higher rates of job satisfaction and less vulnerability to stress. Even when studies have shown that high pressure can result in high performance initially, other studies have demonstrated that the resulting stress can negate the benefits and lead to disengagement over time. Improving workforce engagement, particularly among the deskless workforce, is key to ensuring that quiet quitting doesn’t even become an issue. “People are still willing to invest that extra effort, but they’ll want something in return for it,” says Miller, “That may not necessarily be more money. For deskless workers, it means refocusing on that foundation stone of engagement, the employee value proposition (EVP).” So, how can you inspire the disengaged worker? Understand the issuesDisengagement can often signify or suggest burnout, stress, boredom, or workplace conflict. So, if your employees’ behaviour has changed, it’s important to know why. If your workers are missing shifts, there could be a good reason, and a workable solution. Every employee is different and the past two years has allowed us to shine a light on how personal issues can affect work. Bearing this in mind and addressing the issues accordingly is essential. Listen before you respondThe earlier a conversation happens the better, and a skilled manager will provide opportunities for an employee to voice any concerns they have. The best managers will be those who listen more than speak. One good way to do this is with open-ended questions. A question such as, “What is on your job wish-list, beyond what you're doing today?” could be an opener for an in-depth conversation about aspirations and how the employee might be able to take more control of their role and could even help to identify learning or training opportunities.Use actions, as well as words The conversation is all well and good but if it’s not followed up with actions then it’s pointless. If a manager suggests ways to help then this must be followed through. This will help to build trust and also helps to shine a light on and address other underlying reasons for the disengagement. Pay attention to the metrics Looking at the data will pay dividends. Knowing how many staff leave your employment in their first year will help you understand whether there’s a disconnect between what the role promises and what the role delivers. Understanding voluntary turnover rates will help you look at issues around performance and management. All of these strategies can be delivered with/ameliorated by the right technology. Using software to optimise shift rotas and rosters can mean staff feel more valued and using software to allow staff to bid for and manage their shifts can boost morale and – ultimately – performance. Concerned about how much employee disengagement is costing your organisation? Click here to download Humanforce’s eBook, Calculating the cost of employee disengagement. It’s full of useful insights and tips on how to assess disengagement in your deskless workforce and how to turn it around. Humanforce is a leading provider of shift-based workforce management solutions that simplifies onboarding, scheduling, time and attendance, employee engagement, and communication. Contact us to find out more.

Quiet quitting: The true cost of disengaged employees

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