‘Psychologically disconnected’: What’s driving workers away?

More employees are putting in minimal effort in their roles as a result of feeling “psychologically disconnected” from their employer.

Gallup’s 2023 State of the Australian and New Zealand Workplace report shows the continuation of quiet quitting, with 67 per cent of employees in both regions merely filling a seat and watching the clock.

“They put in the minimum effort required, and they are psychologically disconnected from their employer. Although they are minimally productive, they are more likely to be stressed and burnt out than engaged workers because they feel lost and disconnected from their workplace,” Gallup said.

The discontent is seeing more look for employment opportunities elsewhere, with four in 10 Australian and New Zealand employees actively looking or watching for another job to pop up.

In 2022, 61 per cent of Aussie workers said it was a good time to find a job, up from 52 per cent in 2021. New Zealand had a similar increase, from 62 per cent in 2021 to 67 per cent in 2022.

So what’s leading to the discontent?

The report pinpointed several key drivers – increased stress levels being a big one.

Fifty-six per cent of actively disengaged employees said they are experiencing stress in the workplace. A further 55 per cent said they’re worried, 53 per cent said they’re not getting enjoyment out of their role, 33 per cent said they’re experiencing anger, and 22 per cent feel as though they’re not treated with respect.

The report also shed light on how organisations can combat quiet quitting by asking respondents: What would you change about your workplace to make it better?

Some common sentiments were as follows:

• For everyone to get recognised for their contributions.
• I would like it if the managers were more approachable, and we could talk openly.
• [The workplace] should grant more autonomy in the work to stimulate everyone’s creativity.
• I would like to learn more things, but the work I do is quite repetitive.
• I just wish they respected me more.
• Give everyone a fair chance to get promoted.
• [Set] clearer goals and stronger guidance.

“These employees are waiting for a leader or a manager to have a conversation with them, encourage them, inspire them,” Gallup noted.

“Quiet-quitting employees are not your most angry or most unhappy workers. They are doing work, but they aren’t thriving at work. They fill a seat, but they take no ownership or responsibility in outcomes. They may put in a good day’s work on occasion, but their performance is not consistent or sustainable.

“The best managers provide frequent, meaningful feedback that is individualised to each worker. They clarify expectations, recognise excellence and explain how individual work connects to the organisation’s mission. They understand their team members as people, with talents, opinions and lives outside of the workplace. They provide a consistent, supportive team environment that enables long-term productivity and growth.”