‘Quiet vacationing’ problem rising in South Africa

A new form of quiet quitting – quiet vacationing – is taking off amongst younger workers.

According to Janine O’Riley, Conference and Reward Awards Chair of the South African Reward Association (SARA), quiet quitting refers to employees disengaging emotionally from their work without explicitly resigning.

It primarily occurs when employees feel undervalued, disengaged or burnt out, leading to them gradually withdrawing their emotional investment in their roles.

“While they may continue to show up physically, their minds and hearts are no longer fully present, impacting their productivity and overall well-being.”

O’Riley said that although companies recognise the impact of quiet quitting, no real change has been observed.

She said that this is primarily due to a lack of understanding.

If a manager does not understand the root causes of disengagement or recognise the signs of quiet quitting, it can be challenging to take effective action.

“Addressing disengagement requires proactive measures to create a positive work environment, provide meaningful work, and support employee well-being.”

Managers may also lack the necessary training or resources to address quiet quitting effectively, with organisational culture significantly contributing to it.

“If the company values are not aligned with employee values or if there is a lack of trust and transparency, employees may be more likely to disengage or leave quietly.”

A tough economic climate can also impact engagement levels. Many organisations lack the funds to offer competitive salaries or benefits to their employees, leading to dissatisfaction and lower motivation among employees.

“When employees perceive limited growth opportunities due to economic constraints, they may become disengaged and less motivated to perform at their best.”

Effective communication from leadership will be critical in ensuring that employees remain engaged.

In busy workplaces, employees often lack the opportunity to build strong relationships with their colleagues. A lack of connection can lead to feelings of isolation and loneliness.

“Many people are now working from home or in different locations from their colleagues. This physical distance can lead to feelings of loneliness and disconnection from the team.”

A toxic or unsupportive workplace culture also breeds loneliness.

A lack of trust, respect, or camaraderie among employees can cause individuals to feel isolated and lonely.

Quiet vacationing

The notion of “quiet vacationing” is also gaining traction as employees look for opportunities to recharge and maintain a healthy work-life balance without fully disconnecting from work.

“There are various interpretations of Quiet Quitting—the other would be taking paid time off or going on a holiday without formally putting in leave. So, the difference would be in informed consent for paid time off/official leave or not.”

This became prevalent after Covid-19 as more employees started working remotely.

A recent survey by Market Research firm The Harris Poll showed that the practice is higher among younger workers, with 37% of them being millennials (1981 to 1996) and 24% being Generation Z (1997 to 2012).

In addition, the practice is not just about being out of the office but is linked to other issues, including the inability to disconnect, the anxiety of requesting time off, the pressure always to be available, guilt and the perception of them from their managers.

O’Riley said that this again talks to company culture and provides a conducive environment where employees feel supported and can express themselves.

O’Riley gave the following tips to address both quiet quitting and loneliness:

• Actively listen to concerns and suggestions and demonstrate that feedback is valued by implementing changes based on the input.

• Recognise and celebrate employee achievements and milestones publicly to show appreciation for their hard work.

• Provide training and workshops on stress management, mindfulness, and resilience to help employees cope with work-related challenges.

• Encourage work-life balance by promoting flexible working arrangements, setting boundaries for after-hours communication, and supporting employees in taking time off when needed.

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