We’ve all heard of quiet quitting, but what should we actually be talking about in relation to the changing world of work?
Words are important, we use them to try and make sense of the world and to communicate our views and needs to others. This makes them really important in the world of work, they are a core signal of intent and the things that colleagues will use to measure the authenticity of our actions by. Buzzwords in particular capture attention and as they gain popularity, they unconsciously reinforce and give shorthand (rightly or wrongly) to beliefs about work.
That is exactly why we were so taken by a recent World Economic Forum blog discussing popular buzzwords around hybrid working & the great ‘return to the office’. They noted things like:
- Quiet quitting – which we all know isn’t actually quite quitting – it probably more accurately described through the buzzwords – ‘working your wage’.
- Productivity Paranoia – you guessed it, managers and leaders fears that if they don’t see it doesn’t happen, but it could also be related to the increase in online presenteeism and reported reduction in breaks for some remote workers, as they are equally paranoid that any off screen time is seen as not working. Remember the days when you could look away from your screen for a minute to do reflection, planning or problem solving.
- Proximity Bias – the unconscious favouring or inclusion of those who you work regularly with, it basically suggests that in some situations it pays to be in the office when your boss or key stakeholders are in, as you are more likely to get hooked into things with them.
- Frolleagues – the idea that the social connection we make by being closer to people each day creates a level of social support and capital that is helpful.
Now we could labour the point, that most of these assume that the office is better and absolutely highlight the fact that pop-culture is being informed by big business owners who are encouraging us to assume we have to go to ‘the good olde days’. There is real absence of suggesting how we can establish that proximity or social capital in a more evolved way that better fits our new world.
But is seemed more productive to think about what words should be buzzwords because these are the things that are really going to matter into the future.
- Social Impact – Whether as candidates or colleagues many of us are looking for companies committed to making a difference to the wider world alongside their business goals. Even better if employees are given an opportunity to impact directly through volunteering etc.
- The change challenge – Change impacts people differently. In the face of the last 3 years people are fatigued and struggling to cope with the uncertainty. This may lead to a drop in performance, engagement and quality of mental health. On the flip side, some people are enjoying the pace of change and the possibilities that it brings. Both situations’ present opportunity and challenges for employers. Leaders need to foster a strong sense of trust in their competence and care in navigating unsure waters if they want to keep their people engaged. Great comms, authentic action and a clear eye on cultivating culture in an intentional way is critical.
- Agile practice – COVID burst the bubble on the belief working remotely was impossible for many. Now we all want a deal with work that is slightly different to suit our individual needs. In times of uncertainty, some leaders are tempted to return to their ‘safe place’ of managing as per the last three decades but times have changed and this isn’t going to deliver the way it once did! Leaders need to move away from ‘one size fits all’ and upskill round more effective ways to connect, engage and manage people in a more flexible way.
- Power of Purpose – When recruiting, lots of our candidates want to know purpose of the role we’re discussing. A role profile isn’t enough – there has to be a story with context and a clear vision of purpose. This is equally true when they become employees, feeling valued by your business is directly related to being able to see the value you deliver to the bigger picture.
- Values United – values aren’t new but leaders need to think about whether their passive use of values is genuinely serving their business. Asking are we authentically living them as a leadership team and as a company? Bland values statements just won’t cut it – how do they show up and been seen internally and externally and how do we hold ourselves and others accountable to creating the experiences our values promise?
- Net Zero – is really becoming an anchor for practical planning around sustainable and conscious environmental impact as a business. How we make it happen matters to our people and really it just MATTERS overall!
- The Great Recontract – Whether a candidate or existing employee, people’s expectations of work has fundamentally changed post pandemic. Leaders need to find the tools to reset the deal with colleagues, balancing business needs with the drive for individualisation and humanisation of work. It is the only way you will attract and keep the best people.
To partner with a HR recruiter who can give real-time, practical market advice and bring your organisation and role to life for the best HR people, follow https://www.linkedin.com/company/sullivan-brown-resourcing-partners/ or contact Maureen and maureen@sullivanbrown-co-uk.stackstaging.com
Want to continue the conversation on cultivating your culture, flexing you leadership tone and really harnessing your values, you can follow the Employee Experience Project or contact Paula at Paula.Brockwell@TheExProject.com.