Meira is the Marketing Director of GrowthSpace. educate and inspire talent-driven organizations through unforgettable brand and technology experiences.
Talking about the burning of Covid-19 has stopped talking about a quiet shutdown. And your star employees may be at risk.
Attrition, the phenomenon of employees choosing to perform minimal job duties, threatens more than productivity. It may also affect the companies that are most affected.
I believe that during the pandemic, workers realized that while companies were talking about the value of their people and the investments they intended to make in their careers, many were not. And now these workers are frustrated and demanding results.
As the CMO of a company that offers a platform to develop talent through coaching, training and mentoring, I think what they want is simple. they initially wanted). They need resources for a better future with programs that include training and mentoring, workshops and lifelong learning and development as part of their daily work. They need to find reality and balance in their lives, and above all they need to participate.
Employers, on the other hand, are understandably frustrated and worried about the quiet job cuts, in addition to other issues they face today, including employee turnover, the struggle to return to the office, and attracting the right talent in the first place. But instead of wavering, they should take this moment as a wake-up call.
About 25% of Generation Zers say they expect or plan to leave their employer in the next six months, according to a LinkedIn survey conducted between 2021 and 2022. Compare that to 23% of Millennials, 18% of Gen Xers and 12% of Boomers. Meanwhile, a new Gallup poll found that 18% of US workers were "actively disengaged" in the second quarter of 2022, the highest since 2013. Half of America's workforce was simply "retarded." Let that sink in for a minute. Silent quitters now make up half of the workforce.
I think this moment is long gone. During the long lockdown hours of the pandemic, workers who felt burned out or reconsidered their career options had time to reflect on the depth of those feelings. Many of those people are likely to leave, contributing to the "great layoff" of 2021, when nearly 70 million people quit their jobs or were laid off or laid off. I believe that silent dismissal is the result of employer frustration, lack of resources, and short-termism.
However, there is another key element that can contribute to a silent dismissal. employees sometimes perform work that differs from what was expected and promised.
If the company doesn't provide support and resources to encourage engagement and career growth, employees can quickly learn that being overweight won't pay off. They will feel that what they signed up for, a job that will serve as an important stepping stone to long-term success, is just a temporary measure.
Senior management, both in HR and marketing, can help stem this tide.
The best CMOs know that effective marketing is about being honest and forthright. But with so much focus on marketing their products or ideas, CMOs need to pay attention to how they market their company to potential employees.
The five basic components of good marketing—product, price, promotion, place, and people—also play a role in a company's internal marketing. Employees always have the opportunity to learn, grow and change, but they also have the opportunity to change jobs. I think most people realize that if they can't tell themselves that the parameters of the job description don't fit their lives, they can always leave.
To avoid silence, business owners should internalize the principles of their marketing team. Here are some suggestions, such as:
• Product. This is your company and its culture. You promise potential tenants a place of support, growth and community. And do you keep those promises?
• Promotion. this is an opportunity for employees to do additional work, get leadership positions and greater responsibility in the company. Are you pushing from the inside? Do you offer mentoring, training or coaching programs for individuals and groups?
• Cost. this is your suggested salary. Do you compensate for overtime, holidays, and overtime with bonuses, benefits, or compensation? In short, do your employees trust that if you promise them fair compensation at the door, you'll deliver on those promises when they get to work?
• Distribution. refers to the learning and development opportunity for employees to use their workplace as a starting point for growth. Do you have a program that ensures their development and promotion?
• People. Focus on your company culture. How does this help those who work hard and provide a network for those who feel burned out after reaching out and need time to recover? Do you also have a formal support structure for internal mentoring so employees can support each other? Getting and receiving is an important part of the game.
Many companies make a lot of promises at the interview table and during the initial days of training. But like any good marketing strategy, these promises are empty and can undermine the credibility of professional development programs, leadership training, skills and career development, culture and communication to ensure real-life implementation. By actually promoting your company and communicating internally and externally, you can build trust and ensure that your hardworking employees can pay professional dividends for your company. In my opinion, there is no better antidote or prevention against the silent shooting phenomenon.
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