Quiet resignation is a brand-new difficulty for the work landscape. The CEO of Wrike, Andrew Filev, talks about how the "Dark Matter of Job" is causing employee burnout and how changing things, like reevaluating work management systems, can stop quiet resigning in this article.
This year, a new trend known as "silent resigning," which refers to the belief that employees are sick of going above and beyond in their professions, has begun to take over workplaces. Business executives are looking for solutions to this problem that will restore employee engagement and alleviate burnout while preserving productivity.
It may be simple to become engrossed in the discussion of "silent resigning," but remember that twenty-five years ago, software developers held the same position as office workers do today. They were overworked, and assessments from business experts said that 80% of software initiatives failed. In response, Agile completely transformed the software development sector, impacting millions of developers as well as thousands of businesses.
The "Dark Matter of "Job," or the complexity of the modern workplace, which results from ineffective employment management, has been made worse by remote work. Due to the numerous tools and apps that teams use, "Dark Matter" refers to the invisible work streams that get overlooked or ignored (like Google Drive, email, Slack, and others). All of this may result in postponed or abandoned projects, a lack of transparency regarding job progress, and overworked staff members who may eventually feel pressured to "leave quietly."
To counter this trend, organisations don't always need to fully adopt Agile. To avoid "silent quitting" ever taking off, they should examine their job management procedures and identify what can be allowed. Business owners should focus on streamlining processes and creating an enjoyable workplace where staff members feel their contributions are valued and evident.
How "Dark Matter of Work" Leads to Burnout in Employees
The second quarter of 2022 saw the largest annual decline in productivity ever, according to the US Labor Department. Companies swiftly introduced innovative solutions to aid their workforces in managing activities and collaborating while not being in a common physical place when compelled to adopt remote work due to the pandemic. But by doing so, a plethora of fresh problems emerged.
For instance, according to Wrike's data, 54% of the work being done is visible to corporate leaders. Considerably if it seems low, knowledge workers think the actual figure is even lower, at 45%. Employee burnout may worsen as a result of this connection. Lack of support from managers, unclear roles, and lack of communication were some of the leading causes of burnout among full-time employees, according to a Gallup survey. If this lack of visibility is not addressed, businesses risk greater staff churn and fatigue.
Business executives have a duty to address these concerns. What then can they do? Leaders must reevaluate how they handle workplace openness and corporate culture. The moment has come to assess which technologies and practises can illuminate the Dark Matter of Work if remote and hybrid workplaces are here to stay.
Company culture changes can address "quiet quitting"
Setting boundaries is frequently more difficult for those who work from home. Employees in global teams may feel under pressure to reply to emails from coworkers in other time zones, especially in larger organisations. The "always online" approach consumes employees' personal time and contributes to a burnout culture.
Business executives should seize this chance to start reshaping their organisations' cultures to support remote and hybrid work. They can encourage workers to respect both their coworkers' and their own working hours and make use of systems that let coworkers schedule communications to transmit at specific times or have a "do not disturb" mode after hours. Teams can also give priority to more considerate meeting schedules by scheduling them during convenient times for everyone or by utilising solutions that automate call recording and note-taking.
Consider asynchronous work, which allows employees to create their own schedules and provide outcomes in accordance with the organization's deadlines and goals without being required to be online continuously. Even though this method is linked with remote work, if team members follow conventional working hours in various time zones, it might still be beneficial to learn from an asynchronous work culture.
When teams use asynchronous messaging and projects, where urgent demands are kept apart from regular chores and emails, this work style works well. Employees may start up where others left off thanks to effective work management platforms and processes, which frees them up from having to be available all the time.
Establishing an asynchronous team requires a lot of trust and openness. However, the benefits include more flexibility and fewer lengthy meetings, which boost morale and retention at work.
Why We Should Stop Using Expressions Like "Quiet Quitting"
Although it can be upsetting to witness employees leave a company, terms like "silent quitting" sometimes place the blame for burnout or unhappiness at work on the workers. Although there are many reasons why individuals leave their employment, when employee churn starts to negatively affect the business, it may be an indication that an organisation needs to reform from the top down.
Business executives should reevaluate how technology and office supplies might help employers see more of their employees' work. For instance, according to Wrike's data, 61% of employees experience stress at work because they lack the knowledge they need to complete their tasks. Nevertheless, 94% of knowledge workers believe that having a single source of information will make their teams less stressed.
The typical distribution and updating of crucial data across numerous apps and technologies causes inadequate visibility across teams. As a result, (48%) of companies want to spend money on technologies to re-engage workers and boost team productivity before the start of the new planning season. But few are aware that knowledge workers utilise 10–14 applications on average every day. There are 10–14 applications in all where data silos or even loss may occur. By centralising digital workplaces and establishing a single source of truth for all workflows, this can be prevented. Employees have more time to focus on more important tasks when they spend less time looking for information.
It's possible that employees' diligent labour is going unnoticed if information is being lost. Business executives should assess if the existing degree of workplace visibility offers a reliable picture of the amount of work being done. Someone may be at danger of burning out if they are working too hard to make up for a recent resignation on their team or a redundancy in the work process. Business owners and managers need to make sure that the procedures are conducive to employee recognition.
Change Must Begin at the Top
One of the original Agile project's "rules" from the 1990s was to "establish a sustainable pace" that results in smaller successes more frequently. Don't ask your staff to do more than is reasonable. And an effective Agile team's outcomes speak for itself.
A 40-hour work week allowed software developers to accomplish more than before. Additionally significant were the improvements in work-life balance, team cohesiveness, and job satisfaction.
And now, in the modern workplace, it is possible to resist tendencies like the Great Resignation and "silent resigning" by looking at the new workplace complications brought on by the shift to remote and hybrid employment. It is obvious that disregarding these problems results in a drop in productivity and high overhead expenses. Leaders need to establish a single source of truth and assess the Dark Matter of Work in their digital workplaces. Instead of blaming their entire workforce for the decline in productivity, they can concentrate on developing their hybrid workplace culture.
These alterations begin at the top. Build a truly resilient workplace by using this chance to assess which tools and procedures are causing the Dark Matter of Work.