Worried about quitting smoking? These dos and don’ts could prevent it from becoming a problem

Image: Getty Images

Silent neglect and silent shooting are suddenly having a big impact on the modern workplace.

Silent dismissal refers to staff who – for whatever reason – disengage from work, so that they are only doing enough to get by – and certainly don’t go ‘above and beyond’ as some employers would like. Silent layoffs are employers’ version of this trend: disengaging with staff and not offering them development opportunities in the hope that they get the message and walk away.

Due to the quiet nature of silent neglect, it can be difficult for managers to spot and deal with. For some staff members, quitting smoking is their response to being overworked and having their work-life balance being ignored by annoyed executives. In other cases, staff may simply be struggling with the evolving world of work and need more support to re-engage with the company to find the job motivating and perhaps even fun.

Jo Deal, GoTo’s chief people officer, has some ideas for reducing the frequency of silent abandonments in the workplace.

Also: Highly skilled workers are becoming a rarity and companies face tough decisions

One area to consider is employers’ treatment of their staff over the past two years. Companies that offered the right support to their employees during this difficult time have likely experienced fewer silent resignations and fewer resignations during the Great Resignations.

“How much goodwill you built up and how did you think about COVID support, relief, free time, burnout, mental health, all the things everyone was going through,” says Deal. “I think for companies that have accumulated more goodwill, they will likely see less silent resignations.”

DON’T DO: Allow your employees to neglect their personal life in the name of work

Uncontrollable life factors often affect our working day, such as sick children or car problems. If it’s not easy for employees to deal with a personal emergency, that situation could make them feel disengaged and disrespectful. Deal explains that it is up to management to show these behaviors to their employees to show that sometimes it is normal to have to leave work to manage something.

“You know what, this is life,” says Deal. “So leader [need] to the model: ‘I’m taking my son to soccer practice, I’ll be back later. This gives people permission to say, ‘Okay.’ “

TO DO: Enable your employees to create boundaries around workplace communication

The boundaries between work and personal life have always blurred, even before remote and hybrid work became the norm. Being able to take work anywhere – and having colleagues who can contact you at any time – can add to the stress of work.

This sentiment is especially true for companies that have employees who work in many time zones. Deal suggests that companies should allow employees to clarify when they will respond to colleagues, which methods of communication are best for urgent situations, and which means are best for when something can wait.

Encourage direct messaging platforms for informal but essential messages and email for formal and less urgent messages. It is also useful for employees to postpone notifications after a specific time period and, for example, postpone Slack or other notifications during meetings to relieve the pressure to respond immediately.

“One thing, one very simple thing, people put in their emails, ‘I could send stuff during this time, doesn’t mean I’m expecting a response,'” says Deal. “Be very clear with people. Because quitting smoking doesn’t mean quitting, but doing a reasonable amount of work. Help people find what’s reasonable.”

DON’T DO: Lose contact with former employees

To understand the risk of silent resignations in current employees, keep in touch with former employees and find out what prompted them to leave the company. Their insight can help you improve the culture for current employees and reduce further resignations. Deal suggests conducting in-depth exit interviews with employees leaving the company and contacting them six months later to assess their experience in the new job, if they have one.

This six-month communication opportunity can be the way back to the previous job for some employees. If an employee expresses dissatisfaction with their new job and an interest in returning to your company, see what you can do for them.

Employees who left your company on good terms and later wish to return to their old jobs are called boomerang employees and can be very helpful to your business. Boomerang employees cost less to board and train, and are already equipped with the skills needed for the job.

But be warned: some employees may be hesitant to ask for their old jobs back. They may fear a response from former colleagues who were unhappy with their departure or they may be concerned about an employee they didn’t like who is still at the company. But if you’re lucky, this is an opportunity to bring great talent back to your business.

DO: Offer flexible working hours

Of course, there are hours in the workday when employees are expected to attend meetings or collaborate with other employees, and employees should adhere to those working hours. But if employees don’t need to work specific hours, let them focus on getting the job done and not spending excessive hours. Deal suggests focusing on the work that employees are doing instead of the hours they are dedicating.

SEE: Hybrid workers don’t want to go back to the office. But soon, it may be necessary

Flexible working attracts talent, boosts employee morale, increases productivity, and increases employee retention. These factors will decrease the likelihood of quitting smoking and make employees more engaged when managed correctly.

DON’T DO: Place the burden of quitting smoking on managers

Contrary to popular belief, it is not just up to middle management to resolve silent resignations in the workplace. In fact, even the managers of your company will likely leave quietly and are just as likely as your employees to quit their jobs. This means that managers may also need more support, which is often forgotten.

At worst, unsupported managers can ignore struggling employees, which means silent resignations and silent dismissals happen at the same time. That combination creates a miserable cycle, which does not solve any problems and creates new ones.

“Managers are quietly quitting too,” says Deal. “Putting that burden on managers to fix it for employees is a little dangerous because you’re just overloading a group that’s also struggling.”

DO: Invest in corporate culture and new human resource initiatives

If your company is plagued with silent resignations and continual resignations, it’s time to review old HR practices and get creative on new ones. Corporate culture is the glue that keeps employees connected to the company. Without a strong culture, employees feel less attached to corporate values.

This gap is especially true for hybrid and remote work environments, where employees have fewer face-to-face interactions and fewer opportunities to connect with other employees.

Deal suggests investing in opportunities for employees to connect out of the office if they don’t live in a city with offices and increasing the employee training budget. Increasing face-to-face meetings for employees who are not related to work can strengthen relationships, and also building a graduate hiring pipeline that can help drive new talent in the business is critical, not just replacing those who don’t. they go, but to bring new ways of thinking to the organization.

Leave a Comment

%d bloggers like this: