Reducing quiet quitting in the contemporary workplace: four focus areas

Purpose This viewpoint paper aims to provide four recommendations to improve belonging and reduce quiet quitting in the contemporary workplace. Design/methodology/approach This paper synthesises recent academic and contextual literature regarding remote teams, organisational belonging and quiet quitting coupled with the authors’ practical experience as leaders within a multinational organisation and in a university setting. Findings Four focus areas related to leaders as the lynchpin to improved socialisation, connection and belonging in the workplace and therefore reduced quiet quitting. Originality/value In the continued contemporary working landscape of remote working, wider workforce demographics and declining organisational engagement, this paper contributes to literature by presenting key focus areas coupled with four practical recommendations for human resource professionals, leaders and organisations to focus on to reduce the risk of quiet quitting.