Employees Quitting Their Job Mentally | What Bosses Need To Know
“Mental health needs a great deal of attention. It is the final taboo and it needs to be faced and dealt with.” – Adam Ant (English singer, musician, and actor)
There is currently a tendency known as “silent quitting”, which refers to employees mentally leaving their positions before they resign. People are resentful of having to work longer hours and perform additional activities that were not part of their job description when they can tell they are underappreciated at work. There is a sentiment that life is too short to spend slowly dying oneself from stress.
Many “silent quitters” are often dissatisfied but hesitate to leave because of the circumstances. The consensus is that it is safer to stay on the job to keep getting paid, to take a wait-and-see attitude, and to play the long game till things improve.
The following are actions that employers and supervisors can use to assist staff members before they reach that mental state
- By praising their accomplishments, managers should encourage workers to feel positive about their work. Employees who go above and beyond ought to receive public recognition which will motivate them to work harder as a result, and in turn, benefit the entire firm.
- The silent quitters must be engaged, and leaders must discover methods to do so. To contribute to the success of the employees and the company, active engagement at work is necessary. Employees will succeed if they enjoy their work and see the value in it.
- The ideal strategy to establish a better work-life balance should be discussed by employers and employees.
- Additionally, leaders should support their staff in dealing with and resolving emotional and mental health difficulties because only when they are healthy emotionally and mentally can they do quality work.
- Employers ought to boost salaries in response to inflation and rising prices to help employees’ standard of living.
- Employee input on how to improve their working environment should occasionally be sought by employers.

Photo source: Nicola Barts
As an alternative, companies may undertake “stay interviews” to learn the potential reasons why a worker might be considering leaving their position. The “stay interview” is comparable to the exit interview that the human resource management does when a person submits their letter of resignation and the manager wants to find out why they wish to go. The “stay interview” is different since it is proactive rather than reactive. The format should be brief and informal. The manager could begin the discussion by highlighting the fantastic things the employee has achieved for the company, letting them know that the company is proud of them, and asking them about their plans for advancement within the company. The management should present the situation in a manner that suggests that the company wants to keep them.