What is quiet quitting and why is it happening

Quiet quitting is taking over TikTok, and the video-sharing app is ablaze with the term.

It’s throwing new light on the world of work for young professionals and has opened up a whole new debate about how we relate to our jobs.

Quiet quitting doesn’t mean actually quitting your job. It just means doing what’s required and then getting on with your life – having more work-life balance.

“You're still performing your duties but you're no longer subscribing to the hustle culture mentality that work has to be your life,” says Zaid Khan, a 24-year-old software engineer and musician in New York whose quiet quitting video has gone viral on TikTok.

The term may be associated with younger workers, but was apparently first used back in March by an American Gen-Xer, reports the LA Times.

The hashtag #QuietQuitting has now racked up more than 17 million views on TikTok. Press articles worldwide have used the term and the noise has spread to Twitter, LinkedIn and other social media sites.

Adult Gen Zers are big influencers on social media and about 60% say they post content they hope will change the world, according to the 2022 Edelman Trust Barometer.

Those aged 18-26 are the most worried about security, health, finances, social connections and keeping up with change, the Edelman survey of 36,000 people found.

But workforce studies on the changing world of work support the rise of quiet quitting – and suggest it’s more than just a social media hashtag.

Quiet quitting is a way of dealing with burnout, an organizational behaviour expert tells GQ magazine.

Burnout is a big risk in the workplace, especially amongst younger Gen Z professionals aged in their 20s, research shows. A survey of 30,000 workers by Microsoft showed 54% of Gen Z workers are considering quitting their job.

In its 2021 Global Risks Report, the World Economic Forum ranks “youth disillusionment” as eighth of 10 immediate risks. Findings include deteriorating mental health since the start of the pandemic, leaving 80% of young people worldwide vulnerable to depression, anxiety and disappointment.

COVID-19 has changed the world of work – and how seriously we take it.

Twenty-something Gen Z workers, in particular, may have joined the world of work during the pandemic “with all of its dislocating effects” – especially remote working – notes The Wall Street Journal in an article on quiet quitting.

This generation have also come of age amidst rising activism fuelled by “the pandemic, the murder of George Floyd, racial inequities, the climate crisis, the US epidemic of gun violence and the Russian invasion of Ukraine,” the 2022 Edelman report says.

To some extent, yes – more people are quitting 9 to 5 jobs to start their own businesses or try non-traditional work like temporary, gig or part-time roles, a recent McKinsey survey found.

It also shows some are quitting to take a break or care for family, as remote working has removed boundaries for working or living overseas.

Gen Z workers aged 18-24 years most value flexibility and meaningful work, while Millennials and Gen Xers aged between about 25 and 45 years are largely the ones trying self-employment and new types of work, McKinsey found.

Experts say the ‘passion economy’ – where people do more of what they love – has heralded a new era of side hustles, in everything from craft to campaigning.

Workforce data from organizations including McKinsey & Company suggests 40% of the global workforce are looking to quit their jobs in the next three to six months.

“The average person will spend 90,000 hours at work over a lifetime, so it’s no surprise that job satisfaction, or dissatisfaction, can significantly affect your life,” McKinsey says.

The 2022 State of the Global Workplace report from Gallup shows only 21% of employees are engaged at work.

“Living for the weekend”, “watching the clock tick” and “work is just a paycheck” are the mantras of most global workers, Gallup says.

In his TikTok post on quiet quitting, Khan stresses that work is not your life and concludes “your worth as a person is not defined by your labour”.

Preventing quiet quitting requires fostering a company culture that truly reflects the organization’s core mission and values. When employees feel that their work aligns with the company's purpose, they’re more likely to remain engaged and committed. HR technology can be instrumental in tracking employee satisfaction and engagement trends, allowing management to spot early signs of disengagement and address them proactively. Developing a strong employee retention strategy is another key aspect, as it shows a commitment to creating a supportive environment for employees to thrive.

Manager engagement plays a significant role in managing quiet quitting. Regular check-ins help managers stay connected with their teams and address any concerns before they escalate. In remote or hybrid environments, this connection becomes even more essential, as it helps employees feel part of the team despite physical distance. By reskilling managers to understand stress and burnout better, companies can create a culture that prioritizes well-being. Furthermore, offering targeted training programs and human resources development initiatives can help employees manage workloads effectively, fostering a workplace where they feel valued and supported.

The concept of quiet quitting has sparked discussions about similar workplace behaviors, including soft quitting, resenteeism, and quiet firing. While quiet quitting involves employees doing only what’s required without going above and beyond, soft quitting takes a subtler form where employees remain in their roles but mentally disengage. This lack of enthusiasm can manifest in reduced productivity, though the employees may still outwardly fulfill their basic duties.

Resenteeism and quiet firing address the opposite sides of workplace dissatisfaction. Resenteeism occurs when employees feel compelled to stay in roles they resent due to limited alternatives, often leading to a tense work environment. Quiet firing, on the other hand, involves management gradually distancing an employee from growth opportunities, hoping they will leave on their own. Each of these concepts highlights different facets of disengagement, emphasizing the importance of open communication and proactive support to foster a positive workplace culture.