"Quiet quitting" leads to a new batch of experts | Study: Bosses want workers back in office to watch them | Student resident assistants petition to unionize
Fear over "quiet quitting" is leading to the rise in the number of experts on the issue, consultants in corporate culture who are capitalizing on employers wanting a solution and startups, such as Rising Team, which offers a data-driven software solution to build camaraderie. Younger consultants are pitching their ability to help companies understand what motivates Generation Z and millennial workers, while others are touting their charitable-giving solutions to help employees find meaning at work.
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Forty-seven percent of employers intend to change policies relating to remote work next year, while 42% want workers to come back to the office so they can more easily access company resources, and a third say workers are more motivated when they're being watched, according to a study by Fiverr. In addition, 25% want employees back because the employers are paying for the office space and the same percentage cites shorter breaks as a reason workers need to be in the office.
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Employers can ensure a successful onboarding experience for the increasing influx of Generation Z workers by ensuring leaders receive remote-management training and by creating opportunities for new recruits to engage with company culture, writes Lindsay Beers. Make sure Gen Z workers are given the development opportunities they need in competencies such as accountability and learning agility, Beers advises.
Nonlinear workdays, in which employees don't work a typical 9-to-5 schedule but instead work in focused bursts throughout the day or evening, are becoming more popular as remote and hybrid work become mainstream. One advantage is that by working more flexibly, workers deliver greater productivity.
Tasks around the office that benefit everyone but don't contribute to career growth usually fall on women's shoulders, and one remedy is taking a round-robin approach to assignments, so such work is shared equally, says Sian Beilock, soon to be Dartmouth College's first female president. Business leaders should develop unified promotion criteria based on a variety of skills and be transparent with promotions, and women should build their financial literacy through online resources, mentors or formal classes, Beilock says.
I was talking to a friend’s dad Sunday -- I’ll call him Jack -- about an upcoming trip I’m taking to Houston. I mentioned stopping in at his son’s -- I’ll call him Jordan -- office to say hello. I was surprised to hear Jordan had closed his business in August.
He had to, Jack told me. Employees weren’t getting into the business and marketing their services the way the company needed, he explained. Jordan tried everything to rally them but nothing worked. “They just wanted to come in, do their work and that was it,” he said. I could hear the regret in his voice.
"Quiet quitting." We hear more about this trend today in our top story that talks about the consultants and technologies some companies are turning to for help combating this in their ranks. I’m intrigued with the work of Rising Team led by Stanford business school professor Jennifer Dulski. The company uses data and a discussion kit to help employees get to know and like each other. The tool functions on the idea that workers who feel connected to their colleagues are less likely to leave or slack off.
What do you think? Are consultants and new data tools the answer to the "quiet quitting" dilemma? Let me know! And if you enjoy this brief, tell others so they can benefit also.
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