What Can Firms Do to Prevent Conscious Quitting?

The phrase "quiet quitting,” describing a situation where workers merely fulfill the basic requirements of their duties without displaying any emotional or intellectual engagement, garnered attention in the past year. But now, a new idea is taking center stage: "conscious quitting"—a shift that is redefining the way people approach work.

CONSCIOUS QUITTING

Coined by Paul Polman, former CEO of Unilever, "conscious quitting" refers to a deliberate departure from a job due to moral and ethical concerns, with individuals seeking new employers aligned with their values, particularly in relation to environmental and societal issues. The Net Positive Employee Barometer Report reveals a notable trend: employees are increasingly willing to depart when their employers fail to uphold their ideals, and many have already done so. This indicates that traditional methods of winning the talent wars, such as offering more money and additional benefits, may no longer be sufficient to retain a meaningful and engaged workforce.

TRANSLATE EMPLOYEE’S EXPECTATIONS INTO CORPORATE ACTIONS

Business leaders who actively strive to meet the expectations of both current and potential employees stand to reap significant benefits. Three primary actions are suggested for achieving this. Firstly, leaders should exhibit the ambition to set goals that align with the genuine needs of the world—addressing issues such as ending poverty and inequality, protecting the planet, and ensuring universal health, justice, and prosperity, even if these goals are not easily attainable. Secondly, communication is imperative for building employee confidence and maintaining corporate accountability. Leaders must transparently inform the essential environmental and social issues they are addressing. Unfortunately, there is a notable deficiency in communication on topics such as the environment, economic inequality, and social inequality. The third crucial point is empowerment. Many employees not only want their companies to actively contribute to addressing societal challenges but are also eager to play a role themselves. This presents a GREAT opportunity for business executives keen on involving staff members in a shared cause. Surprisingly, more than half of employees in the UK and the US express a desire to play a more substantial part in positively transforming their organizations. This sentiment is notably higher among Generation Z and Millennial workers.

Employees stand as a company's most valuable asset, prompting a shift in perspective from considering them merely a "resource" to recognizing them as "capital" capable of thriving and growing. The values upheld by a company hold a significant influence over the willingness of workers to engage with them. People today seek employment in organizations that have a positive impact on society and the environment. In this era, C-level executives need to transform employee expectations into tangible business actions.

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