A recent survey of 1,502 C-Level Executives from global businesses with over 500 employees across Australia, Canada, the UK, and the US has revealed that “quiet quitting” is a persistent issue for most organisations.
The research, conducted by LHH, a leading global talent development and career solutions company, found that only 12 percent of C-Level Execs believe that “quiet quitting” is not a problem within their organisation.
“Quiet quitting” is a phenomenon where employees put in minimal effort, lack motivation, and exhibit reduced productivity. This finding challenges the notion that this issue may be a passing trend and underscores its enduring impact on businesses.
Responding to constant change was identified as the most significant challenge by 89 percent of the surveyed executives.
This group also admitted that leaders within their companies are struggling to adapt to business reorganisation and restructuring.
As the corporate landscape continues to shift and evolve, nearly nine in 10 C-Level Execs (87%) find it challenging to attract and retain talent. A significant number (86%) highlighted “quiet quitting” as a problem within their company, while 85 percent acknowledged their struggles to improve teamwork and team cohesion.
Cultural problems are relevant
Kristen Leverone, Global Managing Director of Leadership Development at LHH, emphasised that issues like “quiet quitting” often stem from cultural problems within companies. This might include overworking employees, poor management structures, or a general indifference towards the company’s mission and initiatives. The consequences of demotivated staff can be severe, leading to wasted resources, recruitment difficulties, and decreased productivity.
Leverone noted, “Barriers like these can be addressed with the introduction of a comprehensive leadership development program to ensure well-developed current roles and future leadership within the business.”
What about leadership training?
However, the survey revealed that implementing leadership training programs has been challenging for 89 percent of C-Suite respondents. The primary obstacles cited were a lack of interest from those who would benefit (35%) and insufficient internal resources to support and deliver results (32%).
Other challenges identified by C-Level Executives in 2023 included adapting to increased remote or hybrid working (86%), improving diversity, equality, and inclusion (DE&I) initiatives, enhancing teamwork and team cohesion (85%), and finding ways to improve employee wellbeing (85%).
Kristen Leverone emphasised the importance of effective leadership development in today’s rapidly changing business landscape. She urged C-Level Execs to communicate the benefits of leadership development programs to employees, emphasising the opportunities for clear work goals, upskilling, and career progression within the company. This, in turn, would enhance recruitment and retention efforts by offering training and development opportunities.
In conclusion, the survey highlights the common challenges faced by C-Suite leaders globally as they navigate a post-pandemic world marked by technological disruption, geopolitical and macroeconomic uncertainties, and ongoing internal transformations. Addressing “quiet quitting” and other challenges through leadership development is crucial for organisations aiming to thrive in this ever-changing business environment.
Amelia Brand is the Editor for HRreview, and host of the HR in Review podcast series. With a Master’s degree in Legal and Political Theory, her particular interests within HR include employment law, DE&I, and wellbeing within the workplace. Prior to working with HRreview, Amelia was Sub-Editor of a magazine, and Editor of the Environmental Justice Project at University College London, writing and overseeing articles into UCL’s weekly newsletter. Her previous academic work has focused on philosophy, politics and law, with a special focus on how artificial intelligence will feature in the future.
