From trending on TikTok to bombarding business headlines to further complicating corporate culture in the COVID-19 era – this silent, subtle trend is having a profound impact. That’s right, we’re talking quiet quitting.

After going viral on TikTok in July, there’s no doubt the quiet quitting trend is creating waves in the corporate world. But what are employers to make of this trend? Is it a momentary social media fad? Or is it something more?

What is quiet quitting? 

Quiet quitting essentially describes employees who meet the expectations of their job description but choose not to go above and beyond – usually to establish better work-life boundaries. 

While clearly not an ideal situation for employers who strive for engaged employees, the factors that have led to quiet quitting have been around for some time. Bringing us to our next question … 

Why has quiet quitting gained so much attention now? 

Today, many employees are tired, frustrated, unmotivated and burnt out – and not without reason. The past few years, with countless economic, social and personal challenges, have not been easy. That’s especially true for employees who have given their all to keep themselves, their families and their employer afloat during constant uncertainty and stress. 

Throughout the pandemic, these concerns and issues have been flaring up … and all it took was a catchy name and a social media site to light the match to spark controversy. 

Why should employers care about quiet quitting? 

It’s easy to dismiss the latest TikTok trend and its implications for your business. But quiet quitting has hit a nerve and sparked a lot of conversations because of some very real issues employees have been dealing with for quite some time – like decreasing engagement and satisfaction, increasing levels of burnout and frustration, and the desire for more autonomy and flexibility.

As employers attempt to address the trend and its many layers, they should first invest the time, effort and resources to intentionally listen to their employees.

Bringing intentional listening to life

“They haven’t listened to a word I’ve said.”

Hopefully, your employees haven’t uttered these words, but don’t assume they haven’t.

In a workplace environment of mounting pressure and stress, overwhelmingly complex projects and seemingly endless to-do lists, it’s easy to forget to check in, connect with and listen to your employees.

But, now more than ever, there’s a pressing need to ask employees how they’re doing and give them the floor to express themselves. It shows them you care. It builds trust. And, just as important, it provides feedback you can use to generate new ways of working. And that’s just a start.

Intentional listening also equips you with insights to address two critically important workplace dynamics: employee-manager relationships and employee retention.

Empowering the employee-manager relationship

Managers are employees’ most trusted information source, drivers of workplace change and lynchpins of engagement. But the past few years have strained even the closest employee-manager relationships.

Ideally, managers would instinctively know if – and understand why – their employees are quiet quitting. But with the plethora of stresses virtually every employee has faced in these turbulent times, managers may not know exactly what those employees are dealing with or how they’re feeling about their jobs right now.

In fact, many managers themselves are feeling the weight of the same issues that are overwhelming their teams … on top of the responsibility of driving their businesses forward. And the discussion of the quiet quitting trend could weigh further on their minds, potentially compounding the employee engagement and retention challenges in organizations that aren’t adequately giving those managers the support they need to support their employees.

As managers look for new ways to engage their employees during these unprecedented times of dissatisfaction, frustration and burnout, rebuilding lines of transparent, candid communication and connection are at the heart of addressing the quiet-quitting problem. Managers will have a greater chance of making critical connections with their employees if the organization equips them with resources they need to reach and inspire their teams.

The only offense worse than not checking in with employees is disregarding what is heard. So, ensuring managers have guidance on how to actively listen and capture feedback – and then share that feedback with senior leadership – can help ensure managers follow best-practice approaches for fostering an effective flow of communication. This can take the form of providing managers with mental health first-aid training or even just short toolkits – nothing more complicated than customizable talking points, FAQ, a discussion guide and feedback form – for use with employees when new initiatives are introduced … whether those are initiatives that have the potential to increase or alleviate the burnout their teams are experiencing.

Better still, organizations that go a step further and act on the feedback gathered – and then communicate back to employees that they have been heard and seen – stand a better chance of maintaining a loyal, engaged and productive workforce.

Now more than ever is the time for managers – and senior leaders – to seek out their employees and meet them where they are … not the other way around. And, perhaps most important of all, senior leaders can model what is needed for the whole organization, by listening to and connecting with their direct reports and managers. This has the dual benefit of meeting the needs of other leaders and managers while also showing them how they should be reaching out to their teams.

Enhancing employee retention

While any quiet quitting is problematic, a top performer quiet quitting can be especially damaging.

Think of the employees you always count on in a pinch – the ones who consistently go above and beyond, who willingly accept the challenges others won’t, who always raise their hands but never complain. Those exemplary employees have trained their bosses to expect excellence every day. They often earn more autonomy because they’re reliable.

In the pandemic years, employers have concentrated so hard on maintaining productivity, they may have overlooked their indispensable team members.  

As a good business practice, employers should check in regularly with every employee and clearly outline performance expectations. But today they should make a point of personally engaging those who consistently go above and beyond, who have and continue to take on more and more, and who may be questioning why they do it now, especially if there’s no recognition or reward for the additional effort.

Checking in on and expressing gratitude to these employees can go far in driving high performance, loyalty and retention.

Putting the onus on the employer

While quiet quitting is a trend that started with employees, it will only end with employers.

Quiet quitters, so to speak, are being labeled as complacent and lazy by some. The same label could be applied to employers who are doing the bare minimum to keep their people engaged and motivated.

In this uncertain environment, assuming your employees will continue going above and beyond could be a serious mistake that deteriorates productivity and culture over time.

Provide your employees with the bare minimum and you can expect the same. Provide them a place to thrive and recognize them for their contributions, and you can earn increased engagement, improved productivity, greater loyalty – and stronger business results – in return.

To do that, start with your people. Ask them. Thank them. Listen and act on what you hear. And give your managers the support and tools they need to connect with and inspire their teams. Those few small actions will take you a long way.

For support in developing a customized approach to analyzing and addressing challenges like quiet quitting, reach out to FleishmanHillard’s Talent + Transformation team.

The stakes for employers are higher than ever. Whether you call it the Great Resignation, the Great Reshuffle or something else, it’s clear that a great number of workers are on the move. Through the first half of 2022, resignation rates continued in record numbers.

In response, employers are looking for creative ways to better connect with and retain their employees. As research conducted by FleishmanHillard’s Talent + Transformation and TRUE Global Intelligence made clear, internal communications can be the differentiator in the employer-employee relationship.

For some enterprising communications teams, video has proven to be an important channel to reach employee audiences – and the data backs up their success. Employees at companies that embrace video are twice as likely to rate their company as excellent at collaboration and 75% more likely to rate them highly on employee engagement.

While video is just one of many engaging internal communications channels, it can easily be mismanaged and rendered ineffective… if you don’t ask the right questions.

To help assess your readiness to kickstart, or grow, your internal video communications program and ensure its success, we’ve assembled the following who, what, when, where, how and why considerations.

Who needs to buy in, and who should we feature?

As with any communications strategy, buy-in from senior leadership is critical. In the case of video, their support of the strategy comes with an additional ask: Are you willing to be on camera?

Employees are invested in what company leadership has to say. The same FleishmanHillard research that highlighted how internal communications can be a differentiator in the employer-employee relationship also highlights the importance of executive visibility and trust. Fifty-seven percent of respondents said working for leaders who mean and do what they say is “very important.”

Give your leadership a platform to reach employees that goes beyond an email or staff meeting. Trust and transparency begin (and can end) with executive communications.

What should be our focus?

Your approach to video should align with your internal communications strategy, which should support your overall business objectives. For internal videos, this often falls into one of three categories:

• Executive visibility, including enterprise-wide news and updates, business successes and crisis communications
• HR communications, including policy and benefits changes, people news and promotions and announcements of key initiatives like open enrollment
• Impact storytelling, including employee and customer journeys, and ESG and CSR initiatives

If you’re just getting started or looking to bolster your existing programming, as a first step, sketch out a content calendar that supports and aligns with upcoming priorities.  

When should we use video vs. other communications channels?

Take a moment and ask yourself which internal communications channel you use most often. It’s not likely video… and that’s OK.

While video is impactful and can drive engagement (views, clicks, etc.), it can require a significant amount of investment, effort and time. With that, you should be thoughtful and strategic on when you implement video.

As an NBA fan, I sometimes view internal communications in basketball terms. For example, while video may not be in your starting five of communications channels, it may supplement your strategy as the perfect sub, coming in at the right time of the game to make the biggest impact. Just like a basketball coach diligently assesses who comes on and when, every decision in your internal communications plan should be strategic and measured.

When it comes to video, sometimes it’s less about the frequency – or total minutes played – and more about total impact. So, in addition to determining the days and times that work best for your communications, you should time your communications for the moments that can deliver. For example, if you’re hosting an organizational town hall that includes a big announcement, time the email with your video from your CEO the day after the town hall when attention on the announcement is at its highest.

Where should we share our video?

You might have just created a visual masterpiece, but if only 1% of employees view the video, did you accomplish your objective? Distribution is key, and this means relying on multiple channels and inflection points. Gone are the days (if they ever existed) when you could rely on a single email to be the sole vehicle for your communication.

To start, ask yourself: Does email get the best video open rate? How about your intranet or internal social network? Can you stream video in your next live all-employee town hall? Assess the data to determine which channel or combination of channels delivers the best results. Most likely, you’ll need to use your internal communications mix to make the content creation worthwhile.

How should we approach content creation?

Countless factors influence a content strategy. Ultimately, the stories that populate your internal communications channels should blend the leadership, HR and impact stories that move your business forward. In doing so, keep in mind this AAA approach to content generation:

• Authenticity is more important than ever. The adaption of style throughout the work-from-home migration and influence of in the moment, short-form video among other trends have pushed content producers to create less polished video and instead prioritize sharing the here and now – an authentic representation of people and places you seek to highlight.
• Attention at work is limited, so make your audience’s decision to view a video worth their time. Keep your content brief and focused on the objective. Unless the content requires more time, shoot for two minutes or less.
• Accessibility is a must-have, not a nice-to-have. The tools and resources needed to make your content accessible are readily available. Captions, transcripts and audio descriptions (and translations for all the above) are just a few of the ways to help ensure your internal communications are accessible to all employees. If you’re just getting started, be aware of the trade-offs in choosing AI-generated vs. people-generated transcripts. Lastly, when preparing captions, pay attention to color contrast and overlap of any on-screen footage that may be distracting to the viewer.

Why, again, should we invest in video?

While external data can help provide a strong case for video, your own internal engagement objectives should drive your strategy. As our What answer above outlined, there are a wide range of topics and opportunities where video can be substituted for written communication.

Over time, you’ll want to create and adapt your internal metrics. If video and/or analytics are new to your internal communications program, start small. Track views, video length and video topic or speaker. If you already have robust tracking and analytics for video, assess engagement by channel, including click-through rates and view rates, and consider the use of heat maps to track audience attention.

Just as marketing strategies adjust as customer habits and desires change, so too should employee communications. If you’re still relying on the same tactics you were a decade ago, then you’re likely missing a significant segment of your audience or an opportunity to boost engagement.

To answer the question posed at the top of the blog, it depends.

To put it once more in basketball terms: Your roster of employee engagement channels, and the decision to put video in the starting lineup or reserve it for key minutes off the bench, should support your strategy and business goals.

So, whether you command a thread-bare budget for a small nonprofit or the communications function for a Fortune 100 company, video likely has a place in your internal communications program. But only if done right, by thoughtfully addressing each of the considerations above.