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Employee disengagement is a problem that employers around the world are having to contend with. A recent study by the Gallup Institute found that only 14 percent of people are satisfied with their work; and in fact, Poland has found itself in an unflattering 25th place out of 38 analysed European countries. This level of disengagement is having a major impact on the labour market. So, what is this silent opt-out, more commonly known as quiet quitting? And why has it also become an issue in Poland? And finally, how should employers react to what is a quiet quitting in Poland? Let us consider the issue from several angles.
Quiet quitting in Poland – digging deeper
The “quiet quitting” opt-out is taking hold in many workplaces. Quiet quitting can be defined as an employee performing their professional duties with minimal commitment, avoiding all responsibility, and not thinking about their contribution to the development of the company. Predictably, this can have a negative impact on team performance and morale, as well as leading to higher attrition costs.
There are many factors that may be contributing to the spread of quiet quitting, such as inflation, access to goods and services, and the uncertain geopolitical situation. However, one of the most important problems is simply people deciding to take a different approach to work. More and more employees are deciding to do the bare minimum; to “dial it in” in other words, without any regard to self-development or the health and performance of the company.
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Minimal commitment! How are employers reacting to quiet quitting in Poland?
The most common reason for the replacement of an employee is because of their own quiet quitting, such as their failure to manage a team and delegate tasks; or simply their gross neglect of duties, which undermines the business. The decision to replace an employee may also depend on the company’s life cycle, such as a period of intensive development or the requirement to incorporate a new skill-set into the mix. Regardless of the circumstances, a recruitment process needs to be put in place aimed at finding a candidate to replace the person still in the position. Most searches are conducted in a confidential manner. Thanks to this, the employer can be sure that the recruitment process is smooth and the best candidate will be selected.
Future competencies
As employers look to the future, they are increasingly focused on finding employees who have the ability to think outside the box, and who can adapt to changing circumstances. While complex problem solving and cognitive flexibility have always been important skills, they are becoming even more essential in what is an ever-changing world. Employers who want to stay up-to-date should focus on recruitment strategies that emphasize these competencies. By hiring employees who are well-equipped to cope with change and who are committed to continuous development, employers can prepare the groundwork for success in the years to come.
New role for leaders
If managers want to increase levels of engagement in their workplace, they need to understand the factors that have brought about a situation where their employees are simply dialling it in when it comes to their working day. Only when they have fully assessed the situation can they take steps to solve the problem and create a more productive work environment.
With galloping inflation and a tense geopolitical environment that is leaving many employees frazzled and at their wits end, many companies find themselves facing an uphill challenge. Creating and consolidating the image of an attractive employer requires more than just meeting basic needs – it is necessary to show empathy towards those whom they are managing. In order to do so, managers need to know what their employees expect and how those expectations can be met in terms of the benefits that may be offered.
An Employee Satisfaction Survey is a great way of gauging levels of employee satisfaction. This data can help identify “needs” and “wants”, enabling the employer to take action that is focused on meeting those same expectations with tailored strategies and programs.
About the author
Joanna Galińska – Senior Team Leader Legal & HR – oversees permanent recruitment to HR and Legal. Joanna was responsible for these areas at the beginning of her professional career, thanks to which she has great insight into the needs and expectations of clients and candidates. Joanna sees herself as a partner to clients because she knows the unique challenges involved in recruiting the best and the brightest for HR & Legal.