First there was the pandemic, then the Great Resignation. Now comes “quiet quitting,” the latest workplace trend to put employers in the “new normal” on edge.
Quiet quitting, as defined by young professionals on TikTok and Twitter, is the buzzword for workers who reject the hustle culture of pre-pandemic workplaces and instead strive for a more worker-focused work-life-balance. Instead of going “above and beyond” at their jobs hoping to catch the notice of their higher ups, they focus on following their job descriptions to the letter, or even doing the bare minimum to prevent being fired. In other words, many you g professionals entering the workplace are paying more attention to their mental and physical health than chasing the next big promotion.
“The pandemic has been followed by the ‘great resignation’ where employees have reassessed their work-life balance, with many deciding the pressure of work has become too much,” says Redzo Mujcic, assistant professor of behavioral science at the Warwick Business School in London.
“It is not only an ethical imperative for companies to look after their staff, but a point of differentiation that will help them attract and retain talent. Wellbeing will be a new measure of progress for organizations and by using evidence from behavioral science we can help participants design a strategy that is robust and effective.”
AN EXEC COURSE FOR EMPLOYEE WELL-BEING
Hiring managers and executives who depend on top talent will have to pay attention to the attitude changes in the workforce of the future.
Demand for sustainability, diversity, and environmental impact, for example, has already caused business schools to expand their offerings in these areas, in some cases incorporating them into their missions. Chulalongkorn University’s Sasin School of Management, the first internationally accredited business school in Thailand, integrates sustainability into all of its curriculum in order to train environmentally responsible graduates. NYU Stern’s Center for Business & Human Rights is the first such business school center in the world, and it focuses on business’ role in solving social problems in the markets in which they operate. And Columbia Business School is making a big, publicized bet on climate change.
Worker wellbeing is like one of the next big issues facing organizations. In response, Warwick has created a new course for executives that uses behavioral science to help companies develop and implement wellbeing strategies to improve employee satisfaction – and thus productivity, business performance, and future profits.
Creating Value Through Workplace Wellbeing is a two-day, in-person course for hiring managers and senior executives. It includes lectures from academic researchers in the space, industry speakers, and group work execs can take back to their companies.
EFFECTS OF HYBRID AND REMOTE WORK ON WORKER SATISFACTION
Hybrid and remote work models have presented their own well-being issues for employers. Workers isolated at home often feel more pressure to work when sick than their office counterparts, 81% to 65%, according to a study by the Chartered Institute for Personal Development (CIPD) in the UK. That can lead to burnout, resentment, or feelings of being taken advantage of. Meanwhile, the CIPD also found that 81% of employers have recognized the downsides of strained workplaces and have increased their focus on employee mental health in their wellbeing programs, and 72% have provided better support for people working from home.
“Organizations will often say their biggest asset, and what sets them apart, is their people and yet many are reluctant to invest in their wellbeing. That attitude is changing, and the pandemic has accelerated it,” Mujcic says.
“It is hard to think of a more important issue facing modern organizations and society than understanding the causes and consequences of human wellbeing and happiness. Research shows that happier individuals are more productive in their workplace. Managers and organizational leaders cannot ignore such evidence if they want to stay successful in today’s competitive business world.”
In the course, executives will learn how to measure and evaluate employee feelings, use behavioral science to create a happier workplace, and design organization policies that work to improve well being.
- Start date: February 1 at Warwick or March 15 in London – The Shard
- Duration: 2 days
- Format: Part-time, in person
- Cost: About $3,060, travel and accommodations not included
Learn more: Read the course brochure here.
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