The Quiet Quitting (or silent resignation) appeared shortly after the outbreak of the Covid-19 crisis and some companies may now feel threatened by this phenomenon, while the employee training could well prevent the development of such a situation.
But what does the term “quiet quitting” really mean in practice? What does it mean for businesses and current employees?
In practice, how could vocational training in companies mitigate this phenomenon? What are the benefits of employee training for companies and their learners ?
Quiet quitting: at work, the union minimum
In light of questions related to the search for meaning at work, quiet quitting describes a Silent resignation phenomenon, which appeared shortly after the onset of the health crisis.
It is not a question for an employee to leave his job without giving a sign of life, but of keep your job while doing the union minimum at his post. There is no commitment anymore.
According to a survey conducted by the Ifop Survey Institute, 37% of active employees practice quiet quitting. In addition, 45% of them say that they work only for the salary and 54% of them see work as a constraint, not as a source of development. These results coincide perfectly with the search for meaning exacerbated by the health crisis.
Between lack of recognition, anxiety at work or even burnout, many employees see their motivation drop. To protect themselves psychologically, they opt for the minimum trade union: they stay, but are not committed. What if employee training made it possible to Reengage your team ?
Employee training: what are we talking about?
Employee training is a learning device set up by a company eager to develop the skills of its learners and employees. It can be a hard skills training (technical skills) or training in Soft Skills (behavioral skills). Learning can take place remotely but also in person. In this respect, there are a multitude of training methods, all closely linked to each other, all of which have significant advantages in making training attractive for learners:
- The Social Learning
- Mobile learning
- The Digital Learning
- Adaptive Learning
- La Gamification Of the training
- Etc.
With the health crisis, companies that were still unaccustomed (or not at all) to online training processes were constraints to activate these levers so that each employee can work remotely.
Employee training makes it possible to arm yourself against quiet quitting
Your employees need to develop their skills in order to guarantee their employability and not get bored at work. A successful employee is often an employee who is constantly learning, developing and evolving within his company. In this sense, a internal mobility policy can be interesting to set up.
Moreover, the integration of training systems is part of perfectly in the process QVCT, necessary for companies as well as employees - but also for strengthening the employer brand. Create a learning culture can also promote the emergence of a virtuous circle where employee commitment induced by training systems that meet the needs of each learner comes promote the retention - or retention - of talent.
According to Microsoft Chief Learning Officer Laurent Hamel, “Training is a weapon of mass retention. This is what will allow you to retain and support your talents in an ultra-competitive market“.
If it plays a fundamental role in the employee experience (especially during the employee integration process), or Onboarding), it can be just as effective to avoid seeing your employees leave.
In a context where recruitment difficulties and the concern linked to the phenomena of great resignation and quiet quitting are worrying, what if the training of each employee was an effective way to fight against these phenomena?
Especially since investing in employee training also allows Promote your employer brand.
What should we remember?
Employee training and the development of their skills are undeniable competitive levers for businesses, but it is also an excellent strategic resource when it comes toemployee commitment and Talent retention in a time of quiet quitting and of the place that now occupies the search for meaning at work.
Offering training to its employees shows them that you are ready to invest in them, to them. Their experience and their career in your company will only be richer.
Moreover, these resources allow your team to feel encouraged, supported. In addition, investing in employee training can be a source of development for your team. A motivated employee can put their commitment at the service of your group's goals.
What if the disengaged, silent employee was in fact looking for training?
