The term “quiet quitting” generally refers to employees who are mentally checked out of their jobs. They’re not going above and beyond, actively seeking promotions, or contributing to new initiatives. They’re doing the bare minimum required and mentally clocking out the moment the workday ends.

This trend has gained significant traction in the wake of the COVID-19 pandemic. Burnout, lack of work-life balance, and a reevaluation of priorities have led many individuals to question their relationship with work.

Dissecting the Quiet Quitting Debate

There are two main schools of thought on “quiet quitting”:

1. A New Name for an Old Problem: Proponents of this view argue that disengagement and low morale have always existed in the workplace. They believe that factors like poor management, lack of growth opportunities, and inadequate compensation are the root causes, not some new trend.
2. A Symptom of a Larger Societal Shift: This perspective posits that the pandemic triggered a fundamental shift in how people view work. The lines between work and personal life blurred, leading to burnout and a desire for greater autonomy and flexibility. This group argues that “quiet quitting” is a form of protest against toxic work cultures and unsustainable expectations.

There’s likely truth to both sides. While disengaged employees have always existed, the pandemic undoubtedly amplified existing issues and forced a collective re-evaluation of work’s role in our lives.