In what some are calling the ‘’Great Detachment’’, a growing sense of dissatisfaction is leading employees to quiet quit – or just quit. Photo: iStock.
Dan Schawbel says organisations must stay ahead of the rapid changes in the world of work if they don’t want to fuel confusion, frustration and resentment among their employees.
While the hot labour market is cooling and the ‘’Great Resignation’’ seems to be in the rear-view mirror, retention remains a major task for many organisations.
With many changes afoot in the world of work – from artificial intelligence to hybrid arrangements – managers and employees alike are adjusting to the new normal, something that inevitably comes with growing pains that can impact the employee experience.
My research shows that one in two employees are still open to leaving their current jobs if the right opening appears, and other studies have shown that employee engagement and happiness are at the lowest they’ve been in years.
This is all fuelling what some are calling the ‘’Great Detachment’’, whereby a growing sense of dissatisfaction is leading employees to quiet quit — or just quit.
In either case, this detachment can have major ripple effects throughout the workplace, diminishing productivity, further fuelling frustrations, and leading employees to focus on finding work elsewhere.
To stay ahead of the growing sense of dissatisfaction, employers must address how their workplace culture can foster or deteriorate worker happiness and satisfaction – key drivers of employees’ decisions to stay or go.
Here are seven ways to build a positive workplace culture that combats the ‘’Great Detachment’’ and encourages employees to stay.
Define clear organisational values and mission: Employees need to understand and believe in their organisation’s mission, values, and goals. When they feel their work contributes to a greater purpose, they are more likely to remain committed.
Additionally, employees need to see that their organisation’s values are consistently reflected in policies, decision-making processes, and leadership behaviour.
Cultivate an inclusive workplace: A culture that truly values diversity, equity, inclusion and belonging is essential to fostering a strong employee experience. It ensures all workers feel included and respected.
Providing equal opportunities for growth, recognition, and advancement regardless of background fosters fairness and trust.
Build strong communication channels: A culture that encourages open dialogue and feedback helps employees feel heard and respected. Regular check-ins, surveys, and open-door policies are crucial.
In addition, workplace leaders and managers must regularly recognise and reward employees for their hard work and accomplishments, boosting their morale and motivation and underscoring their value to the team.
Provide opportunities for growth: Providing training, mentorship, and career advancement opportunities shows employees that their organisation is investing in their growth.
In addition to development opportunities, the work itself must be fulfilling, challenging, and meaningful, helping to keep employees engaged and building new skills on the job.
Ensure work-life balance and employee wellbeing: Offering flexible work hours, remote-work options, and understanding personal commitments help employees maintain a healthy balance between work and life.
Meanwhile, policies such as parental leave, mental health days, and quality vacation time contribute to overall wellbeing and reduce burnout.
Finally, leaders must provide a safe and comfortable work environment conducive to productivity and helping employees to feel cared for.
Empower employees: Empowering employees to take ownership of their work and make decisions fosters a sense of responsibility and pride, along with a deeper sense of meaning and understanding in the work.
Additionally, allowing employees to innovate and contribute ideas without fear of failure creates a dynamic and forward-thinking culture that employees want to be part of.
Provide stability and job security: Perhaps the most important step an organisation can take is to offer competitive salaries, benefits, and job security, all of which contribute to a sense of stability and satisfaction among employees.
Consistency in policies and practices helps employees feel secure and reduces anxiety about job stability.
These are essential to fostering a positive workplace culture that encourages employees to stick around and grow within and beyond their roles.
Strong human resource tools are also important to help make sure employees have what they need to manage career growth, from learning new skills to communicating with leadership to adapting to payroll and benefits changes.
Dan Schawbel is a bestselling author and managing partner of Workplace Intelligence, a research and advisory firm helping HR adapt to trends, drive performance and prepare for the future. This article is part of his Workplace Intelligence Weekly series.
