One in three French people has changed their career plans since the health crisis, according to an Ipsos survey for RingCentral. And one in four employees plans to quit soon, according to a Yougov poll for Talent.com. Others, if they do not opt for the classic resignation, prefer the “silent resignation”. Explanations.
Are you doing ‘the bare minimum’, the new buzzword for young people at work? The English newspaper emphasized the “quiet quitting”, also known as “silent resignation”. The Telegraph has prevailed in France since the start of the Covid pandemic. According to a study by Malakoff Humanis, more than one in two workers report feeling exhausted at work this year, and the under-30s are hit hardest by this fatigue. As a result, investment in labor is weakening. But what about the business world?
“More overtime, more responsibility”
In fact, the point here is not to quit, but to “break” from your job. As a result, employees no longer do what is written in black and white on their contract. No more missions, no more time in the office. No more reading work emails at home outside of working hours. Limits are set.
I only do what I’m paid to do and nothing else
“I no longer give my employer gifts”. *Pascal, a Territorial Civil Service contractor, has radically changed his behavior since his stroke. “Before you think about others, first think about taking care of yourself and your loved ones, it’s not the employer or colleagues who do that for us,” he advises.
A need to slow down and preserve
Lack of financial recognition, consideration, overtime galore, disillusionment, loss of purpose, poor management, and difficult work… there are many factors that have propelled our “silent dropouts.” Depressing the brake pedal. “My family loves me, my job doesn’t,” summarizes *Jordan, a car park operator.
What is the meaning of life when you come home so exhausted that you don’t even have the strength to reinvent yourself?
How can this phenomenon be explained? Florence Marty, Human Resources Officer, explains to us: “The new generations no longer want constraints, they want meaning. Rather, people want to be recognized for their individuality.”
Nathalie Valera-Gil, psychosociologist and head of human resources firms for 20 years, confirms that employees have higher requirements. In their opinion, the latter are demanding more days of telework, less mobility and, in some cases, even the abolition of the probationary period for newcomers.
“I want to enjoy life,” explains simply *Lila, nursing assistant at the EHPAD.
Privileged privacy and health
For *Jean, a bank teller who has put his career on the back burner, the observation is clear: “My life and my nights have become peaceful again”. “I sleep better. I’m better And my couple too,” says *Pierre, a journalist with a major Parisian outlet.
An undeniable positive impact on the personal life of employees and largely without consequences for the quality of the work performed. “I’ve noticed that I’m just as efficient as before,” says *Nathalie, an employee in a large hardware store.
One click to the business page?
Has the silence changed the mentality of managers? Not really. As Florence Marty tells us, despite an awareness on the part of employers, they still have problems retaining their employees. “Today in the economy we manage Boomers, Zs, Ys and Millennials. We have employees with completely different social, cultural and work habits, completely different expectations, so managing employees collectively is too complicated,” she explains.
“As long as there is a discrepancy between the wishes of the employees and what we can offer them, there will be fluctuation, layoffs, layoffs,” says the HR manager.
In 1990, the Jean Jaurès Foundation commemorates our colleagues from the Figaro, 60% of employed French considered work “very important” in their life. Today ? That’s only 24%.
“I’ll persevere, I have to persevere”: why are the over-40s over-motivated to work?
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