How to end ‘quiet firing’ once and for all
It’s the flip side to quiet quitting — and it needs to end.
Aside from the impacts of the COVID-19 pandemic on the workplace, the biggest story in employment news has been the phenomenon known as “quiet quitting”. The loosely-defined term refers to an employee doing the job they’re paid to do and not going above and beyond the description of their role. The trend has sparked conversations about boundary setting at work and how employers can better keep their employees engaged, but it’s also led to a conversation around a related topic: quiet firing.
Quiet firing, on the other hand, describes the behavior of management and other leaders that create the conditions for quiet quitting in the first place. Quiet firing can include passing over an employee for promotions, not including them on important projects, lessening lines of communication between manager and report and any other lack of support that prompts an employee to seek opportunities elsewhere.
However, smart and strategic internal communications can help keep employees engaged, encourage managers to keep lines of contact open and reduce the likelihood of quiet quitting or firing at your organization.
Maintaining periodic, constructive feedback
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