As the global economy continues to face challenges, prompting companies to downsize their workforces, new trends are emerging, such as ‘quiet quitting, quiet promotion, and quiet firing’, as a means for employees to protect their mental health. Employers are also trying to push staff to exit voluntarily without having to pay severance packages.

Dr Natasha Winkler-Titus, a senior lecturer at the Stellenbosch Business School, described quiet quitting as doing the bare minimum to get by at work. 

“Employees who are quietly quitting are not actually resigning, but they are drawing the line. They are setting boundaries to recalibrate work-life balance and protect their mental health. Work-life boundaries are healthy and necessary, although quiet quitting could be seen as a passive-aggressive way of achieving this, rather than a more constructive, assertive approach.

“It is a signal to employers, though, to focus on employee engagement and well-being and to create a supportive environment where employees feel they have a voice and are being heard. Employers that don’t focus on and enable discussion about improving mental health and employee well-being risk a disengaged workforce or losing employees to companies that offer better wellness benefits,” Winkler-Titus said.

She said that employers could reverse the tide of disinterest by refocusing on employee well-being and engagement.

Winkler-Titus, who is also an organisational behaviour specialist, said open dialogue with employees about their expectations and motivations (what they need to improve their engagement with work) would help employers better understand what employees value and what it takes for them to feel respected and valued for their work.

A recent survey from Remchannel, an employee value proposition company (EVP), revealed that of South African employees who have recently resigned, 39% were seeking better pay and career growth, and 31% left due to dissatisfaction with their current roles.

The survey report also showed a reduced overall turnover rate of 13.5%, a decrease from the previous rate of 15.5%.

Lindiwe Sebesho, managing director of Remchannel, said the reduction in the turnover rate suggests much-needed stability, and it also reflects a market with fewer new job opportunities due to widespread downsizing by companies.

“The true concern may extend beyond employees resigning, encompassing the challenge of retaining disengaged staff members,” Sebesho said.

Michelle Dobson, head of Brand at Pnet, an online recruitment platform, said many South Africans are unhappy at work, and most worry about whether they will be able to find another job if they resign. Instead, they ‘quit’ without handing in their formal resignation. 

She added that this unhappiness can be contagious, affecting not only the individual but also overall productivity, collaboration, efficiency, and even customer service across the organisation.

Describing a day in the life of a quiet quitter, Dobson said: “You go to work every morning and somehow you get through the day. You get enough done to avoid getting into trouble with your boss. But the spark has gone, and every day seems like a grind. No longer do you go above and beyond or speak up in meetings. You might not say it out loud, but you often think it: ‘That’s definitely not in my job description’.

“If this sounds familiar, then you have joined the ranks of hundreds of thousands of South Africans who are ‘quiet quitting’.”

Dobson said reasons for quiet quitting may include feeling that your salary does not reflect your worth to your employer. Being bored and feeling you’re not getting challenged enough. Or it may be the result of a toxic company culture, a lack of recognition for your talents and work, or a shortage of opportunities to grow.

She warned that quiet quitting is not the best choice for your mental well-being or career progression in the long term, but small steps can reignite your sense of purpose and control over your career.

“Feeling undervalued or stuck could be an opportunity to change things for the better. Start by asking yourself: What is really missing from my work life? Is it a purpose? Growth? Flexibility? Recognition? What would a fulfilling role look like?

“From there, take action by speaking to someone you trust, a mentor, a friend, or a former colleague to discuss your experience at work. If possible, sit down with your manager to explore solutions. They might be able to give you new tasks or learning opportunities that get you excited about work again. Explore jobs on an online recruitment platform, or network with peers to find out what else is out there for you. Refresh your CV and update your profile to start your job search,” Dobson said.

A quiet promotion, on the other hand, is defined as an increase in workload without a pay raise or a promotion.

Anja van Beek, an independent strategist, leadership & HR expert, and executive coach, said “quiet promotion” is also a term used to describe a situation where high-performing employees are punished for their success by being given more work and responsibilities, instead of being recognised and rewarded for their contributions. 

She said to avoid quiet promotions, companies must select leaders carefully, delegate wisely, and establish clear roles and expectations.

According to the employer review website, Job Sage, 78% of surveyed employees reported an increase in workload without a pay raise; additionally, 67% of employees had additional work after a co-worker left the company.

“The consequences of quiet promotions are far-reaching, leading to burnout, decreased job satisfaction, and even high turnover rates. Employees who should be celebrated for their accomplishments instead feel undervalued, which can result in a significant loss of morale and motivation,” Van Beek said.

She highlighted that the lack of communication and transparency surrounding these quiet promotions is a concerning reflection of organisational dysfunction and poor leadership.

Van Beek said to avoid quiet promotion, employees must communicate their expectations in terms of recognition and rewards for the additional work they have taken on and their hard work. They must manage their workload by keeping track of their responsibilities and making sure that they are not taking on too much work. 

“Negotiate for recognition and rewards, which could include a title change, a raise, or other benefits. Seek out mentorship and support by finding a mentor or support network that can help you navigate the complexities of the job. Speak up and explain to your manager the impact that the additional work is having on your performance and well-being,” she said.

Another trend that has arisen is “quiet firing”, a tactic used by companies to reduce workforce size without having to pay severance packages.

Advaita Naidoo, Africa MD at Jack Hammer, an executive search firm, said that quiet firing mostly comes into play when a company wants to go through a downsizing or restructuring, where they typically face extensive, timely, and costly bureaucratic hurdles, on top of the exit and severance packages they will be legally required to provide.

She said, unlike constructive dismissal, which is well understood in South Africa, where employees can turn to the CCMA or Labour Court for relief if they believe they have been unfairly treated, quiet firing is much broader and harder to pin down and prove.

On a smaller scale, she said, quiet firing is an indirect process where managers allow employees to have truly toxic or miserable experiences at work as a way to squeeze them out – without being in obvious, provable breach of company policy and labour laws. They may, for instance, withhold opportunities or support, leading to employees feeling undervalued and disengaged. This may result in employees voluntarily leaving a company, as opposed to being formally dismissed.

“Some ways in which quiet firing can be deployed include: withholding raises and promotions to prompt employees to seek opportunities elsewhere. Isolating the employee from team activities, meetings, and decision-making processes makes them feel undervalued and disconnected. Assigning mundane or undesirable work, which makes the daily grind almost unbearable.

“Increasing bureaucracy and micro-management, complicating simple processes which makes tasks frustrating and unnecessarily complex and onerous for no discernible benefit. Pushing back on promises by altering timelines, moving goalposts, and denying reasonable requests. Providing no feedback or support which creates uncertainty and a lack of career progression. Overwork or underwork, which alternately lead to boredom or burnout,” Naidoo said.

When leaving a role isn’t an immediate option, it is crucial to protect your mental well-being. This can be achieved by establishing clear boundaries regarding responsibilities, available hours, and support needed. At the same time, just as is the case with suspected constructive dismissal, concerns must be documented and incidents noted in detail, should formal action be required, she said.

gcwalisile.khanyile@inl.co.za

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