The solution to a disengaged workforce is building a culture that people want to be part of, says Graham Millar

Despite the clouds forming over the economic horizon, the jobs market is still heavily tilted in candidates’ favour. Unemployment in the UK has fallen to a 50-year low of 3.5 per cent, and a recent KPMG and Recruitment & Employment Confederation report found that agencies are continuing to struggle with labour shortages.

One of the more curious consequences of the current state of play, combined with the shift in attitudes that occurred during the Covid-19 pandemic, has been the rise of so-called ‘quiet quitting’. For those who don’t know, this essentially means working to rule, doing only what is set out in your contract. The trend follows hot on the heels of the ‘Great Resignation’ where, en masse, staff across the UK and elsewhere voluntarily resigned from their jobs, in many cases without an alternative in place. With good staff so hard to attract and retain, it leaves employers in a tricky situation.

At its core, quiet quitting is largely about the fact that many people discovered they liked having a better work-life balance during the pandemic. Many employees have since re-evaluated their priorities with greater consideration being paid to how work impacts on their mental health and wellbeing. Whether you agree with the trend or not, employers can either lean into these attitudes to make themselves stand out or challenge these attitudes among their...

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