Quiet quitting: a new generation phenomenon. Loss of ambition or a healthy approach to work?

The generational divide

• Baby boomers (those born between 1946 and 1964) were often proponents of a strong work ethic, “living to work” was common, and careers often became central to their lives.
• Generation X (1965-1980) sought a better work-life balance but still believed in steady career advancement through hard work.
• Millennials, sometimes referred to as Generation Y (1981-1996), began to emphasize flexibility and meaningful work, already beginning to challenge the notion that greater commitment automatically meant greater reward.
• Now comes Generation Z (people born after 1997), who are changing the rules of the game even more radically, bringing a phenomenon known as “quiet quitting” to the world of work.

What is quiet quitting?

Quiet quitting, a term translated into English as “quiet departure” or “quiet resignation”, does not mean actual departures of employees from companies. Rather, it is their withdrawal from an above-standard workload. While these employees physically remain in their positions, psychologically they cease to contribute more than the minimum necessary. They work exactly according to their employment contract, do not take on responsibilities beyond their duties, and avoid excessive overtime or voluntary extra work.

Although this phenomenon can and does have negative connotations at first glance, the attitude of quiet quitting is not necessarily based on unprofessionalism. Rather, it is based on a desire to maintain work-life balance and the need to protect one’s own mental health. The manifestations are clear – people meet only minimum work standards and avoid unnecessary workload.

Causes of quiet quitting

One of the main factors that has accelerated this phenomenon is the change in work values among younger generations, especially Generation Z. This generation emphasises meaningful work that matches their values, while refusing to fall victim to the ‘hustle culture’, a culture of constantly chasing career success at any cost. As an illustration of the importance of this phenomenon, TikTok’s predominantly young users have made over 50 million videos about ‘quiet resignation’. In them, they describe their refusal to stay at work overtime and their lack of interest in career development. But these are not just videos on TikTok. According to a survey by Alma Carreer, up to 44% of employees in the country refuse to volunteer for any work or responsibilities beyond their duties. And 40% don’t want to do anything at all outside of their job description.

Another accelerator of quiet quitting was the COVID-19 pandemic. This unprecedented event changed the world in many ways. The long period of (often forced) telecommuting reinforced the desire for flexibility and a better work/leisure balance. Employees discovered that their productivity may not be directly linked to the number of hours they work, leading them to rethink how much time and energy they devote to their jobs. This is therefore not a phenomenon that is unique to Generation Z, but reaches all levels of society.

The implications for companies are…huge

Quiet quitting can have serious consequences for businesses. And the global economy. Even if employees are technically performing their job duties, their passive attitude can lead to a decline in productivity, creativity and overall innovation within the team. Teams in which this phenomenon is prevalent may struggle to collaborate effectively and motivate themselves to achieve long-term goals.

Companies that rely on employees to be over-committed and proactive may face barriers to growth, developing new projects, or providing quality service. In addition, quiet quitting can contribute to a toxic work environment where employees focus on meeting minimum requirements without contributing to the growth of the company.

Long-term exposure to this phenomenon can also lead to a loss of employee loyalty, which can ultimately increase turnover and the cost of recruiting and training new employees.

To get a sense of the severity of this phenomenon, it’s worth looking at data from the renowned analytics company Gallup. It estimates that quiet quitting can cause an annual loss of almost USD 9 trillion to the global economy, equivalent to up to 9% of global GDP.

What can companies do about it?

• Promoting work-life balance: the key to dealing with quiet quitting is listening to employees’ needs and creating an environment that respects their time and personal lives. Flexible working hours, the ability to work from home or other benefits that support work-life balance can go a long way to reducing silent quitting.
• Supporting generational differences: it is important that companies recognise the different working approaches of each generation and adapt their working conditions accordingly. Baby boomers and Generation X may still be motivated by traditional rewards for hard work, while Generation Z and millennials need flexibility, meaningfulness and work-life balance.
• Open communication: companies should encourage open communication and dialogue about work engagement, stress and expectations. A transparent environment where employees can share their concerns and needs can prevent feelings of isolation or burnout.
• Recognition and growth: In addition to salary rewards, it is also important to motivate employees to see meaning in their work and the opportunity for professional development. Investing in training, mentoring and career development can encourage employees to be more engaged.
• Offer meaningful work: companies should ensure that employees understand the meaning of their work. This effort can help keep them engaged and motivated.
• Improve company culture: Creating a positive work environment where people are encouraged to grow and innovate can reduce the risk of quiet quitting. A strong company culture based on respect and valuing the contributions of each employee can motivate even those who would otherwise slip into quiet resignation.

Challenge or opportunity?

Quiet quitting is not just a buzzword. It reflects a profound change in attitudes to work among younger generations, particularly Generation Z. It is a major challenge for individual companies and the global economy, but also a very unique opportunity for society to rethink approaches to work culture and employee engagement. Flexibility, recognition and support for work-life balance may be the key to managing this trend and sustaining both productivity and employee loyalty across generations.

Author Adam Grant makes an interesting point when he says: “For generations, we have oriented our lives around our work. Work has determined where we live, when we see our families, and when we have free time. What if we flipped that around and started aligning work with how we want to live?”