In one of our last blog posts we discussed the viral term “Quiet Quitting” which is doing your job as an employee and not going above and beyond, in other words working to the contract as a reaction to burnout. However, it could also be in relation to the newest viral term “Quiet Firing” where employers treat employees badly to the point where they leave the job. An example would be working for years with no pay rises or promotion, lack of feedback, exclusion from company projects, lack of recognition, and more. This is not a new concept and employers should be aware of the repercussions and that it is unlawful and not best practice. A LinkedIn news poll, which surveyed over 20,000 members, found that over 80% had experienced or seen quiet firing in action.
Repercussions.
No one wants to feel undervalued in a business, and whether ‘quiet firing’ is being done deliberately or not, it is essential that it is stopped.
Quiet firing can also lead to constructive dismissal (involuntary resignation), this is where an employee feels they have no choice but to resign because of something their employer has done. Before this step, employees can raise a problem informally then if unsuccessful raise it formally (raising a grievance) and it could lead to tribunal or settlement.
Employers can risk damage to company culture and wider issues regarding reputation. If past employees decide to review your company and give negative responses, it could damage your reputation. It was found that 86% of employees and job seekers research company reviews and ratings to decide on where to apply for a job according to Glassdoor statistics in 2021. This could impact your recruitment efforts with 50% of candidates saying they wouldn't work for a company with a bad reputation, even for a pay increase, (Glassdoor). Also remember that tribunals are public information for anyone to view.
Whilst feedback and 1-1s allow the employer to be transparent, they are also key in creating a workplace environment where employees feel seen and heard. Avoiding hard conversations as an employer or manager can be damaging. Checking in on employee’s satisfaction and performance within the business is crucial to maintaining a good environment. If managers feel they can’t have these conversations, then leadership and management training can benefit.
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