Alexandra Levit's Water Cooler Wisdom

It's Time to Stop Talking Quiet Quitting and Quiet Firing

“Quiet quitting” and “quiet firing” are the latest buzzwords to take the world of work by storm. But while the terms themselves may be new, the concepts aren’t. And they illustrate a troubling trend taking place in the post-pandemic workplace.

Quiet quitting refers to employees who show up to work and seemingly do the bare minimum to meet expectations. Quiet firing happens when employers actively seek to make work conditions less favorable by taking away attention, resources, or opportunities from employees with the hope that they’ll resign.

Both quiet quitting and quiet firing are passive aggressive moves born out of uncertainty. Quiet quitters don’t want to pull the trigger because they may be afraid of what awaits them on the other side of unemployment in a volatile economic and social climate. And at a time when employee well-being and retention are front and center, quiet firers may be concerned about outright firing an employee.

The sudden shift to remote work that took place during the pandemic resulted in a loss of culture for many organizations, and unfortunately, that culture is not likely to spring right back into place for companies transitioning their employees to hybrid work.

Using in-office time as an opportunity to create an environment of camaraderie and psychological safety can go a long way toward mitigating both quiet quitting and quiet firing. Here are three specific strategies:

Facilitate face-to-face interactions

Quiet quitting and quiet firing are more difficult to pull off when you have formed genuine, authentic connections with your managers, reports, and colleagues. Managers should lead by example and show up. Some examples might include hanging out in the cafeteria or breakroom and hosting events. Where possible, hold performance discussions and regular one-on-one check-ins in person, and make use of casual lounges to support engagement and spontaneous meetings.

And this might go without saying, but if you’re asking people to be in the office a few days a week, don’t have them sit in an empty room by themselves. If an employee’s team isn’t there and they’re at their workstation all day devoid of human interaction, they might as well have stayed home. This is a surefire recipe for quiet quitting.

Avoid proximity bias

According to a recent Prezi study, 66% of hybrid workers feel that workplaces favor employees who are together in a physical office. To combat this so-called proximity bias, which could lead to inequities that drive both quiet quitting and quiet firing, level the playing field in how you structure your video meetings. For instance, everyone should join from their own computer to avoid spotlighting remote employees who aren’t in the office.

Co-create new norms

Quiet quitting and quiet firing may happen because managers and employees are afraid to speak up about their needs. For example, maybe you’re a caregiver and the long commute associated with returning to the office has been especially punishing for you, so you quiet quit. On the other hand, if you’re that caregiver’s manager, you may not want to overload your employee, but feel you have unmovable performance expectations, so you quiet fire.

By surveying employees to find out what policies work for them and working collaboratively to establish new norms for performance and productivity, you can build a culture that’s naturally more supportive of different concerns and points of view.

The bottom line? If you use your return-to-the-office efforts as a chance to learn about your employees directly and holistically, you will experience less “under-one’s-breath” phenomena such as quiet quitting and quiet firing.

For the original piece, check out the Ceridian blog.

Is Employee Monitoring Right for You?

For about a decade, donning my workforce futurist hat has required ongoing dialogue about employee monitoring tools and their inevitable march toward greater sophistication. Often, the question has not been “Will we monitor our employees?” but “What will we monitor about our employees?”

Today, employee monitoring is routinely making headlines. Stories abound of employers using monitoring software to track the location of their staff, detect signs of quiet quitting, record how much time employees spend on different activities, and take screenshots of their devices – sometimes without employee consent.

In August, the New York Times reported that eight of the 10 largest private U.S. employers are using software and other technologies to track the productivity of their employees.

According to a Capterra study reported in The Globe and Mail, 35% of Canadian employees work for a company that uses at least one monitoring tool that they know of. Another 18% weren’t sure if their employer was tracking them.

Canadian employees are divided on how they feel about being tracked. While the majority said using such tools did not affect how they work and did not impact workplace culture, 23% said it added stress and made work feel more “hostile.”

Overall, I’m not a fan of using software to track things like keystrokes, screenshots, and how much time employees are spending in various applications. If an employee wants to waste time on the clock, chances are they’re going to figure out a way to do it without their supervisor finding out. Presumably, you hired an adult to perform responsibilities as an adult would, so there’s no need to deploy technology as a babysitter.

As for efficiency, we need only look at individual and team performance metrics to determine if there’s an issue. Generally speaking, we shouldn’t care how long a specific task takes as long as quality work is executed consistently and delivered according to deadlines.

Instead of putting your technology dollars into monitoring workers and risking diminished morale and complaints over a loss of privacy, direct your investment toward cultivating a vibrant employee experience that fosters autonomy and trust. Such an experience should ideally include a mix of online and offline and human and technology-driven touchpoints.

In fact, you can use a purposeful lack of monitoring as an opportunity to survey your employees about their perspectives on company policies and start a dialogue with them more frequently about their individual goals and workload.

You might be thinking: Is any kind of employee monitoring appropriate? Given how vulnerable remote workers are to cybercrime, there may be a time and a place. Consider this: In a recent study, 80% of security and business leaders said their organizations are more exposed to risk because of remote work.

If you’re going to monitor employees for cybersecurity purposes, just remember that the goal should be protecting rather than calling out your people. And make sure you’re transparent with employees about why you’re collecting data and what you’ll be using it for.

For the original piece, head over to the Ceridian blog.

Using HCM Technology to Enhance the Middle Manager Experience

In the last post of my series about middle managers, I’d like to explore how human capital management (HCM) platforms can assist HR teams in supporting middle managers. These management tools are especially adept for learning and job efficiency, so let’s start there. 

Promoting learning  

A self-service learning portal can deliver customized content to middle managers, including communication and team building. Ideally, this learning portal is integrated with talent acquisition, onboarding, project management/workflow, performance, and career mobility systems. 

Learning content should be in a variety of lengths and formats, including bite-sized videos, supplementary reading, and simulations, to be consumed at the manager’s discretion. 

Learning is a corollary to job efficiency, of course, but middle managers can also benefit from systems that automate simple job tasks and synthesize data.  

Supporting organizational agility 

Ceridian’s 2022 Executive Survey found that respondents are using a variety of systems that support organizational agility. 

According to the survey, 60% of respondents are using technology to aid in workforce scheduling, and 61% have technology to measure employee performance. Furthermore, 56% are using technology to speed up recruitment processes, and 44% are using technology to identify flight-risk employees. 

Data accuracy and integration, however, continue to be major issues. The Executive Survey found that 85% of respondents have issues with their workforce data, including 39% who said their data was siloed in different systems and 34% who claimed data was outdated or not available in real time.  

Given these findings, it’s easy to imagine how data is a thorn in the side of the middle manager. How can they make rapid and informed decisions that are a staple of their everyday lives if they cannot trust their data?  

Middle managers will also be reluctant to automate job components if the technology fails to work seamlessly with their core management tools or breaks down unexpectedly. After all, the last thing they need is more stress. 

Using HCM technology to better support managers 

When it comes to creating a better middle-manager experience powered by HCM technology, there are several directions a leader could go. I recommend starting with internal focus groups with HR professionals, leaders, and middle managers in a variety of departments. 

In these sessions, inquire about the biggest pain points in the middle manager’s day, and how these are currently addressed (if at all). What training and support do middle managers receive, and what role does HCM technology play in this process? Is the organization satisfied with its retention of middle managers, or would improvement be welcome? 

These brainstorms may uncover one area of the employee lifecycle that’s especially troubling for middle managers. For example, perhaps the talent acquisition system is so cumbersome that middle managers’ open positions remain unfilled for months.  

In this case, consult IT and/or an HCM provider to devise a pilot technology program with the intention of easing one burden at a time. Starting small will help to build a case for more expansive implementations down the line. 

This post was originally published on the Ceridian blog.

Are You Adequately Supporting Your Middle Managers?

Want to know what struck me the most in our middle manager panel blog post? I was impressed by how proactive they were. In many circumstances, they knew what to do and were able to execute on behalf of their organization and for their own well-being.

I realize this is not always the case, especially for new managers or managers who are new to working in a distributed work environment.

It’s up to an organization’s leaders to provide middle managers with the support and guidance to be productive, engaged, and healthy on the job. Let’s divide our support strategies into two categories: assimilation and safety.

Assimilation

Assimilation doesn’t just apply to middle managers who are new to the role or new to an organization. Even experienced managers can feel confused or stressed about how to succeed in this transformed workforce that presents new management challenges.

Leaders need to start conversations on how to manage bi-directionally within the organization’s current culture, how job expectations and success metrics have evolved, and how to handle employee issues that didn’t exist two years ago – like how to proceed if a worker refuses to come to the office.

More than ever, middle managers need leaders to facilitate mentorship, sponsorship, and peer-leader relationships that can grow and deepen in person as well as online.

In Ceridian’s 2022 Executive Survey, 94% of respondents said that the employee-manager relationship was very or extremely important for employee retention. Despite that, many people in supervisory positions don’t feel comfortable communicating with their direct reports.

In a private leadership session, I recently asked 10 executives how they felt about having substantive conversations with their employees. More than half said “awkward.” Regardless of the cause of the communication difficulties (lack of in-person rapport, etc.), this is an issue that should be nipped in the bud.

Both new and experienced middle managers should receive training in areas such as demonstrating empathy, building trust, delegating, providing constructive performance feedback, and persuading and motivating teams. This may be easier said than done, though, because as the Executive Survey indicated, only about half of organizations have management training programs at all.

The bottom line? Today’s middle managers don’t have the bandwidth or wherewithal to “figure it out.” If leaders want them working in harmony with the rest of the organization, they need to expend the time and resources to educate them and empower them to overcome management challenges.

Safety

For much of the pandemic, employee safety initiatives focused on how we could keep people from contracting and spreading COVID-19. But over the course of two trauma-filled years, employees and especially managers began feeling a different lack of safety.

In fact, the emotion that has most permeated the ranks of middle management is fear. Many are facing significant personal and professional challenges but are afraid to speak up lest they experience negative consequences.

Some organizations have done an excellent job of supporting managers’ psychological needs during the pandemic, including organizing events to target burnout, providing confidential resources like crisis hotlines and behavioral health sessions, and actively reducing the stigma of talking about mental health issues. And in the immediate aftermath of COVID-19, organizations are offering career mobility and flex work options to an unprecedented degree.

The key here is to sustain the momentum. Already, I’m seeing some companies revert to their basic EAPs (employee assistance programs) when it comes time to decide on benefits for the upcoming year.

Unfortunately, I’m also witnessing certain organizations doubling down on in-person office time or subtly punishing managers who leave work to pick up a child or go to a doctor’s appointment.

If managers don’t feel safe, no one else will either. Caring for middle managers through assimilation and safety isn’t just the right thing to do, it’s the smart business decision in a tight labor market where competent and loyal talent is hard to find.

Caring for Your Managers' Well Being

I know a PR professional who rocked her individual contributor job during the pandemic. Her boss took notice, and at the beginning of this year, she was promoted to a supervisor role.

While she was more than qualified for this transition, my friend struggled. She’d suffered anxiety and burnout during the two long years of COVID-19 and felt physically and emotionally isolated from the team she now managed.

Her organization probably would have wanted to help her – if they knew what was going on. But, the company didn’t have a mechanism to find out, and this woman didn’t feel comfortable sharing out of the blue.

A 2021 Gartner survey revealed that 68% of HR leaders agree that hybrid work responsibilities are overwhelming for managers, but only 14% are taking action to remedy this. The manager experience, and especially the new manager experience, can go a long way.

Here is a sample of my guidance related to caring for your new managers’ well-being.

Build a sense of psychological safety: Psychological safety is a shared belief held by members of a team that others on the team will not embarrass, reject, or punish you for speaking up. Psychological safety is a component of organizational culture that admittedly takes time to establish, but the essence is this: new managers should not feel like their new position or reputation is in jeopardy if they admit they’re struggling.

Develop online training materials that demonstrate empathy: There are obviously certain things you expect your new managers to learn. However, these messages should avoid judging and acknowledge that everyone is doing the best they can. They will also communicate that you understand the stressors new managers are facing and that you give your new managers permission to be human.

Facilitate open dialogue between leaders, managers, and colleagues about mental health: Provide talking points (depression and anxiety are nothing to be ashamed of, etc.) and offer confidential support resources (behavioral health, crisis hotlines, etc.).

Consider expanding your benefits package beyond the basic EAP: Be creative with new wellness services that may include things like nutrition coaching, health retreats, and massage.

Organize all-hands events that focus on mindfulness, resilience, and coping with uncertainty: These can be provided in person or virtually, and ideally, senior leaders will participate. In addition to sharing new tools and coping methods, these events will double as team building and relationship enhancing exercises for your distributed workers.

Share the signs of burnout and encourage new managers to seek help before they are drowning: Ensure new managers understand their career and flexwork options, and that you’ve provided training on how to operate most effectively in a hybrid or remote work environment. Remember that this is still a new concept for everyone and new managers don’t know what they don’t know.

To learn more about building a supportive experience for your new managers, check out the webinar replay and let us know what you think!

Pre-empt the Great Resignation with Creative Sourcing

By now, most everyone in human capital and workforce circles has heard the term “Great Resignation.” The general idea is this: as the economy improves and companies are mandating that employees head back to the office, disengaged workers who have stayed put through the pandemic are taking the leap. In fact, according to the 2021 Microsoft Work Trend Index, 41% of employees are planning to leave their current job within a year.

Over the next year or two, we can expect the current employer’s market to evolve into a job seeker’s market, especially for seasoned employees in hot industries. This means that no matter how prestigious your employer brand, or how desirable your positions are, you may find yourself at a loss for talent.

The obvious way to pre-empt the Great Resignation is by improving the experience you’re offering to current employees. However, talent acquisition is an essential piece of the puzzle, and if you recruit the way you’ve always recruited – for example, insisting on candidates who check two dozen specific boxes or who graduated from the “best” universities – your hiring process is likely to drag on far longer than it needs to. And this, in turn, negatively impacts the employee experience for current employees who are doing more with less.
Let’s look at a few creative sourcing strategies through which you are most likely to interface with passive candidates who are the best fit for your organization.

Contact people who started a new job during the pandemic.

I heard this one in a recent HR expert roundtable, and it makes a lot of sense. Combine the fact that many companies have been terrible at onboarding during COVID-19 with the notion that employees are most likely to quit a job in the first three months, and you have a whole lot of good people sitting on LinkedIn wishing they’d made a different choice. Talk to them. You never know what you might find out.

Don’t insist on FTEs or local candidates.

Are you sure you require someone full-time and/or someone who lives close to headquarters? Because when you insist on these two things, you narrow your candidate pool considerably. Contract workers especially are so common now that the U.S. government even addresses them on the W4 form. I encourage you to consider whether a given job can be done just as easily by a worker in another state, or one who earns money another way when you don’t need them.

Join an industry guild or association.

This is admittedly not a new sourcing tip for me, but after joining several groups over the last few years, I’ve personally realized its power. Through my associations with the Grey Swan Guild, the Future Today Institute, and the Association of Professional Futurists, I’ve casually met enough talented futurists to fill my collaboration cup for the rest of my career.

For more where this came from, head over to the SilkRoad blog.

Don't Be a Victim of the Great Resignation

By now, you’ve likely heard the term “the great resignation.” Anthony Klotz, a professor at Texas A&M University, coined the term in a May Bloomberg article to refer to the great numbers of workers expected to exit the workforce after the pandemic.

Klotz does his own research, but a recent Microsoft study, the 2021 Work Trend Index, mirrored his findings. Microsoft surveyed more than 30,000 people in 31 countries and analyzed trillions of productivity and labor signals across LinkedIn and Microsoft 365 to forecast the pending workforce departures.

According to Microsoft, over 40 percent of the global workforce are considering leaving their employer this year, 46 percent are planning to make a major pivot or transition, and only 38 percent of employees are thriving in their careers right now. The situation is worse for women. McKinsey’s Women in the Workplace 2020 study found that one in three working mothers have considered leaving the workforce or downshifting their careers because of COVID-19.

The Microsoft and McKinsey data suggest that the pandemic led employees to question their priorities and either transition to work they found more meaningful or decrease the focus on their job generally. But while this was certainly a factor, new data from Stanford University illustrated that how companies treated their employees also played a significant role.

According to Stanford, the pandemic had a cascading effect on organizations with unsupportive cultures. Companies that had historically laid people off, decreased compensation, held back promotions, or sacrificed psychological safety to preserve the bottom line engaged in more of these behaviors during COVID-19. Stressed-out employees who might have been disgruntled before were downright disgusted. And now they’re ready to quit.

Interestingly, food service, hospitality and retail – some of the sectors hardest hit by the pandemic – are experiencing the most resignations. A “We Quit” sign left on the door of a Nebraska Burger King restaurant after the entire staff walked out really said it all.

As reported by the Washington Post in June, 649,000 retail workers put in their notice in April, the industry’s largest one-month exodus since the Labor Department began tracking this data more than 20 years ago.

The so-called “great resignation” will collide with other demographic factors impacting who is available to work and where – including baby boomer retirement, a small population of midlife employees, and a young worker population plagued by stalled education and career growth. If this doesn’t point to a coming labor shortage, I don’t know what does.

If you’re an HR professional or manager, is there anything you can do to avoid becoming a victim? The answer is yes, and it starts with self-awareness of common employer blind spots.

Want to learn more? Catch the replay of my webinar on HR blind spots with SilkRoad!

 

Americans Feel Their Employers View Them As Disposable

A new DeVry University study conducted for Labor Day found that at a time when American workers should feel recognized and celebrated, more than a third felt their employers could take or leave them.

Thirty-six percent of DeVry respondents said that based on their employers’ actions since the start of the pandemic, they believe their employers view them as disposable. This perception resonated  more with younger workers than older ones, with 47 percent of Gen Z-ers (born after 1996) and 42 percent of millennials (born 1980-95) saying they felt disposable compared with 28 percent of Gen X-ers (born 1964-79) and 32 percent of baby boomers (born 1946-63).

Respondents agreed that in today’s workforce, tenure, education, and industry experience do not matter as much as hard work,  meeting goals and deadlines, and having a positive attitude.

If you’re an employee, being disposable is clearly not the ideal status as it makes you vulnerable to layoffs, consolidations, or random turns in your marketplace. Fortunately, you can protect yourself from natural evolution and future disruptions by focusing on your career durability, or your ability to sustain gainful employment over a long period of time. The five components of career durability include:

Soft skills are interpersonal attributes that you need to collaborate successfully with others at work. As machines take over more work tasks over the next 10 years, soft skills like empathy, intuition, diplomacy, judgment, and problem solving will set human employees apart. You can hone yours through personality assessments/recommendations, classic business books such as those by Stephen Covey and Dale Carnegie, and on-the-job experience.

Hard skills are those in a specific area for which learning can be measured (i.e. you either know it or you don’t). If you’re applying for a given job, employers will expect you to perform the requisite functions. For instance, if you’re a phlebotomist, you must know how to insert an IV. You can acquire the hard skills you need via degree programs, online courses, certifications/microcredentials,  and employer training.

Applied technology skills represent the ability to leverage people, processes, data, and devices to do a job more efficiently. In all occupations, digital technology exists to augment human work. But do you know, for example, what software is available in your role and how to use it? You might increase your base of applied technology skills with employer training, mentorship, solo exploration, and investigation.

Institutional knowledge is industry specific expertise gained through experience and/or tenure. Organizations are facing a brain drain caused by the retiring baby boomers. Some things can only be learned by facing similar scenarios multiple times over a career lifespan. You typically acquire institutional knowledge by staying with one company or in one industry and gaining cross-functional and adjacent expertise via job shadowing, informational interviewing, and volunteering.

A growth mindset is the positive attitude that influences how an individual sees their world, and that motivates them to learn and change. Today’s learner must be continuous and self-directed, and curiosity, agility, and drive to improve will win the day. You can enhance your growth mindset through self, peer, and manager evaluations, acceptance of failure, implementation of constructive feedback, intrapreneurship, and inspirational books and podcasts.

Employee actions are only one piece of the puzzle, however. What if you’re an employer, and you’re rightfully concerned that so many of your talent employees feel disposable? Improved benefits and greater pandemic safety measures are essential, but don’t get to the heart of the disposability issue. The key  is to show appreciation early and often. The DeVry survey respondents indicated that the most effective ways are through pay increases (69 percent), awards (34 percent), and greater schedule flexibility (30 percent).

This year especially, Labor Day is an appropriate time to take the right steps so employment is beneficial and satisfying for all sides.

When You're Looking for a Job and All You Hear is Crickets

A reader from CollegeRecruiter asked the following question:

Graduation is fast approaching and I’m stressing out as I don’t have a job yet. My career service office is focused on jobs from local employers and so isn’t of much help as I attend an out-of-state school and want to move home after graduation to be close to friends and family. I’ve applied to dozens of jobs but after weeks I’ve heard back from only a few and those were automated responses confirming my applications. No interviews. No emails from recruiters. No job offers. Help! I love my parents, but I don’t want to share a room with my little sister again.

Keep in mind that most job openings aren’t advertised because a lot of businesses prefer to hire from within the company or through word of mouth. If you’re coming in from off the street, you could be out of luck.  Instead of working harder, work smarter. Use online resources and business trade publications, such as The Wall Street Journal, Forbes, and Fast Company to target desirable companies in your home area. Then, prepare to infiltrate these companies by making the transition from outsider to insider. Here’s how:

• Get to know individuals already employed at your target company who are in a position to hire you. 
• Apply for an internship position that will land you inside the company and provide you with an opportunity to build your skill portfolio.
• Secure referrals from anyone you know in your chosen field—either people with years of experience behind them, such as old professors and your parents’ friends, or recent graduates who will have sympathy for your plight and might also be more familiar with a company’s lower-level job openings.

Using a combination of these approaches, you are much more likely to gain access to unadvertised job openings in the companies you desire. However, it probably won’t happen overnight. Be persistent and don’t resort to laziness, even if you’re not seeing immediate results. Keep your expectations realistic and remind yourself of the end goal every day. Above all, don’t doubt your own abilities. Ignore all of the folks who tell you that the market sucks and that you should take any available job, even if it’s not what you want or need. Learn to take rejection with a grain of salt—it’s all part of the process. If you take the right action patiently and efficiently, an opportunity will come along that’s a good fit for your skillset.

For answers from other workplace experts, check out the full article on CollegeRecruiter.

Subtle Signs of Unconscious Bias

When I talked to a gender-bias researcher at a prestigious U.S. university off the record, she informed me that I should not take my success for granted. Based on the researcher’s experience, being a short woman in Corporate America requires that I'm twice as smart, twice as competent and twice as hardworking as a tall white man.

It's not like people readily believe that tall white men naturally make better leaders. But that's the thing about unconscious bias—it's an automatic attitude or perception about a person based on a single attribute like gender, ethnicity, race or sexual orientation that we are unaware we have and act upon. 

Unconscious bias is as old as human beings, as our ancestors developed it to quickly categorize threats in a hostile environment. In other words, we usually don’t have ill intentions when we discriminate.

The good news is that people are getting better at spotting subtle bias at work, as well as mastering business process improvement techniques and strategies that root it out before it does too much damage to a company's culture. 

Let's examine a few places bias at work commonly show up.

Resume Filters

You may not realize it, but people don't review resumes and profiles on merit alone. When unconscious bias creeps in, we can negatively assess a candidate based on their name, address, photo or educational institution.

For the rest of the piece, check out the AMEX Business website.