You’ve heard of “quiet quitting,” the act of employees doing the bare minimum and not going above and beyond for their jobs. Now, Fortune Magazine coined a new buzzword and it’s the complete opposite of its precedent. It’s called loud quitting.
Six in 10 employees are quiet quitting. They are mentally disengaged and no longer see the purpose in what they’re doing. On the other end, employees who are loud quitting are not so subtle in showing disinterest in their jobs.
Gallup’s State of the Global Workplace reports 18% of employees in the category of loud quitting. Workers doing so are “actively disengaged,” displaying frustrations through bold statements. It may be in the context of blasting dissatisfaction on social media or broadcasting their plans to leave to colleagues.
While their experiences are completely valid, their actions have potential downsides. They may burn bridges or have a hard time getting recommendations.
What’s Causing Loud Quitting?
Loud quitting won’t just be a phase that comes and goes. Gallup emphasizes that having this symptom within an organization may signify deeper issues and risks that haven’t been recognized yet.
Most actively disengaged employees say it is a result of insufficient work-life balance and no internal career growth. These are also the employees who experience considerably higher levels of workplace stress. A combination of these factors causes resentment and ultimately, disengagement.
“At some point along the way, the trust between employee and employer was severely broken.” Strained employee-employer relations are also another significant reason that can be tied to loud quitting. Organizations that exhibit bad faith toward their people are more likely to experience an influx of actively disengaged employees.
How Loud Quitting Affects Companies
Unproductivity seems to be the most obvious repercussion of having actively disengaged employees. It doesn’t only affect their performance, but those around them as well. Being surrounded by loud quitting employees lowers the morale of those that are thriving at work.
According to the report, 30% of engaged employees experience “a lot of stress” daily, while this number rises to 56% among those who choose to loudly quit. Predictably, actively disengaged employees are also prone to convert loud quitting into a formal resignation, with 61% actively seeking a new job, compared to 43% of their engaged counterparts.
The actions of loud quitters have adverse effects on the company. These employees might depart abruptly without giving notice, causing uncomfortable scenes in public, posting inflammatory remarks on the internet, refusing to perform assigned tasks, and engaging in disruptive and potentially harmful actions. These behaviors serve as significant warning signs for organizational risks, which leaders and managers should not overlook.
Will this cause a Talent Shortage?
With 51% of employees expressing an intent to leave their jobs, organizational disruptions aren’t hard to picture at this point. This is a challenge that leadership must take in stride and serve as the outset of implementing programs that prioritize employee well-being.
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