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Quiet Quitting: The New Workplace Trend
It’s viral, it’s the latest work trend, and it’s called Quiet Quitting. It is the idea of refusing to work overtime and not taking calls after work. Quiet Quitting has many workers rethinking the value of their jobs and the time and attention they assign to them. This trending topic is generating a lot of debate and here is what you need to know about it – if you want to stay connected to workplace culture.
WHAT IS QUIET QUITTING?
Quiet Quitting may sound like you are bowing out officially from your job, but instead it means quitting the overworking culture but staying on the company payroll. Viewed in its most positive light, the concept encourages employees to maintain an appropriate separation between work and personal life and break away from hustle culture.
Whether it’s the phenomenon of Quiet Quitting or not, a lot of people are feeling disconnected from the purpose of their jobs. According to a 2022 Gallup survey, 60% of employees report being emotionally detached from work; 19% report being miserable. Only 33% say that they’re engaged at work. “So if we think that the other 60% are emotionally detached — maybe the emotional detachment is the quiet quitting”, says Rebbeca Knight, Senior Correspondent of Careers and the Workplace at Insider.
WHERE DID QUIET QUITTING COME FROM?
The phrase Quiet Quitting has been generating millions of views on the social networking platform, TikTok. TikToker Zaid Khan made “Quiet Quitting” a huge hit on the internet. Zaid has been quoted saying that Quiet Quitting is “quitting the idea of above and beyond for your job”. They are doing only what they are paid to do. In a nutshell, it is a shift to focus on life beyond work and its commitments, especially since the COVID-19 pandemic has caused significant mental health problems and burnout.
WHO QUIET QUITS?
According to a Resume Builder survey, ‘1 in 4 of workers are ‘quiet quitting,’ saying no to hustle culture. Maggie Perkins is a teacher who began quiet quitting in 2018 when her daughter was born. In a discussion with CNBC, Perkins said she chose to work only her minimum contracted hours so she could make it to her daycare pickup on time and avoid late fines. Some news coverage have suggested that Quiet Quitting is primarily done by Gen Z or people in their early 20s. But Fast Company pointed out recently that Gen X-ers, now in their 50s, were also called out for deciding there were more important things than work.
IS IT GOOD OR BAD?
Well, it depends on who you ask. It’s either a healthy boundary or an example of the worst sort of passive-aggressive behavior you can bring to work. Asley Lutz’s Fortune article explores how Americans have normalized this trend and the passive-aggression that comes with it. Plenty of backlash to the trend exists, and the argument is that silent, quiet, withdrawal is one way to burn bridges and leave your boss and coworkers demoralized and dissatisfied.
WHY SHOULD MANAGERS BE PREPARED FOR IT?
Since the trend is spreading like wildfire, managers who want to deal with staff shortages and meet their organization’s goals should be ready for Quiet Quitting. While work life balance is a priority for Gen Z and Millennials, finances are also a cause of worry. Burdened by inflation and rising cost of rents, many Quiet Quitters are simply not willing to work without pay.
WHY IS IT A CONCERN?
Since the occurrence of COVID, there has been a significant transformation in the workplace. From the rising popularity of shared workspaces to the talk of a four-day workweek, the rules for the new workplace are still being written.
Managers can maximize retention and meet deadlines more effectively by giving employees the work they enjoy and letting them decide how to spend their time on it. Simone Ahuja, a Fortune 500 strategic consultant who focuses on fostering innovation, suggests managers ask employees about their progress. She recommends managers understand how employees feel about their workload, and ask how they will balance it with everything else on their plate. A collaborative approach among employees to achieve team and individual objectives with breathing room for their personal life can be fruitful for employee retention.
To break out of the Quiet Quitting mindset, Allison Peck, a career coach suggests that people find a job, manager, team, or company that better aligns with them in order to stay motivated.
HOW CAN WE HELP?
Corporate space planners, managers, and executives need to work together to keep employees driven at their workplace. Space Planners can bring utilization metrics to the table to build better spaces that can improve employee satisfaction and help employees feel better about their work environment.
To learn more about how Lambent is helping CRE leaders make the most of their spaces reach out directly to firstname.lastname@example.org for a quick demo.
Nupur Patra contributes to the Blog and Social Media channels for Lambent. She is currently a graduate student at Northeastern University in the Digital Media program.
Campus Space Planning Challenges to Think About This Fall
Universities are becoming aware of the need for more space as students get ready to return to campus for the fall term. As the semester approaches, space planners in higher education are at the center of disputes about space because there isn’t enough of it. They keep coming back to one central question: What has happened to campus space since universities sent students home?
Everything from the design of buildings to their maintenance may need to change to fit a new framework. The goal of a higher education space planner is to improve the student experience, which requires a re-evaluation of conventional campus space planning. Here are some challenges that higher education institutions should think about now and in the foreseeable future.
1. LIMITED CAMPUS SPACE HINDERS HOUSING NEEDS
As the fall semester begins universities find themselves overbooked due to increased enrollment. Lack of housing is one of the biggest concerns in higher education right now. Universities, without enough dorm space, are turning to hotels and even neighboring campuses to accommodate students.
While some overbooked institutions, such as the University of Tennessee and the University of North Carolina at Charlotte are using hotels as a means of housing their students. University of Iowa, on the other hand, reopened a residence hall it closed five years ago as temporary dormitories.
McCoy Real Estate had an interesting suggestion for the University of Arkansas, where enrolment has increased by approximately 1,000 students year over year. In a tweet, they advise parents of an out-of-state University of Arkansas student who does not have on-campus housing to buy a house for their child.
Purdue made the clever decision to purchase a four-story Aspire complex on State Street as an inventive solution to the housing problem. The big purchase is a necessary stopgap measure as they brainstorm long-term solutions for campus space planning.
2. MORE LAB SPACE NEEDED
The fight for the label “research university” has colleges drawing attention to their lack of labs and allocating space and resources to lab development in their master plans. Brown University responds to this need with a massive acquisition. In July of this year, Brown University acquired 10 properties in the Jewelry District from the Care New England health system, with intentions to construct a new laboratory. Brown wants to expand its research capabilities and be prepared for pandemics in the future.
Brown University isn’t the only one in the quest for additional laboratory space. However, the question remains: how can higher-learning institutions add these types of buildings quickly and without significant expense? Adaptive reuse, a practice within facilities management of repurposing old space into new building types instead of a complete demo and rebuild, is a reasonable solution. Adaptive reuse can assist universities in converting existing facilities into sustainable and cost-effective laboratory space with little time and expenditure.
3. VALIDATING ROOM, BUILDING AND COMMON SPACE RESERVATIONS
As campus footprints shrink, higher education space planners are in action to provide building occupants with the space they need. Room reservation technology only gets them so far – not all booked spaces get used in the end. Colleges turn to campus space planning teams to free up bookings or direct students to underutilized spaces. For instance, Thomas Jefferson University located in Philadelphia, has a smart space management team, Space Management & Room Reservations (SMRR). They schedule events and classes in individual spaces on campus and work to accommodate non-academic events.
University of New Hampshire and Northeastern University are also in the running to validate rooms and space available on-campus for events and meetings. The need for validation arises because faculty members believe they require privacy from time to time. According to Margaret Serrato, workplace strategist at AreaLogic Workplace Strategy, the need for privacy and a quiet place to do heads-down work that is accessible to students is important. Providing the right workspaces to accommodate the ways that individuals work is a reasonable resolution.
HOW CAN OUR SOFTWARE HELP HIGHER ED SPACE PLANNERS?
The University of Tennessee at Knoxville, one of our customers, used our software to help them decide library staffing hours and cleaning schedules, among other things. Lambent Spaces enables customers to gain actionable insights and historical overlays for predictive analytics with spatial intelligence. With our software, customers can understand estimates of peak usage and density to best optimize their space.
Nupur Patra contributes to the Blog and Social Media channels for Lambent. She is currently a Graduate Student at Northeastern University in the Digital Media program.
6 Things To Know About The New Workplace Experience
The rules for the new workplace experience are still being written. Employers are walking a fine line as they try to offer up a smart space and place for employees to get their best work done – and not simply reopen the same old offices.
So, what have we learned in the last two years? A lot of things, as it turns out. Here’s 6 things to know about the new workplace experience – trends that CRE and HR leaders know are here to stay.
1. EVERYONE IS TALKING ABOUT FOUR-DAY WORKWEEK
Companies are studying if a shorter week might solve some of the workforce’s biggest concerns as work and work life continue to evolve. The four-day workweek is a solution that makes sense for some companies.
4-Day Week Global is a not-for-profit community that researches and supports a shorter work week. Their research says 63% of businesses found it easier to attract and retain talent with a four-day week. A four-day workweek is already supported by 85% of American adults, according to 4-Day Week Global. Companies of all sizes – including Microsoft – are giving it a whirl.
Microsoft did a small trial in Japan. During the summer of 2019, it gave its 2,300 employees every Friday off with no pay cut. Microsoft’s expectations were exceeded. When sales per employee were used to measure productivity, the company saw a rise of almost 40%. Microsoft said that the trial was a success due to short meetings and remote conferencing. The shift happened because workers only had four days to do a week’s worth of work.
A four-day workweek isn’t just for large companies; it’s been explored at a lot of organizations around the world as a way to improve the new workplace experience.
2. PROXIMITY BIAS IS REAL
“There are still harmful stereotypes that people working remotely are less productive or that flexible work means a loss of collaboration because people aren’t in the same space,” says Blessing Buraimoh, Head of Diversity & Inclusion, EMEA Workforce Advisory at JLL, quoted in this piece on Proximity Bias and other stereotypes associated with the new flexible workplace.
This “proximity bias” may have unfavorable long-term effects on workers and the organizations they work for. The bias needs to be worked on since it appears that most businesses will never return to the outdated 9–5 feet on the floor system.
3. COLLABORATIVE SPACES ARE IN DEMAND
Companies that embrace some remote and hybrid scheduled employees may nonetheless desire modern work spaces, trusting that regular office use would promote employee collaboration.
Companies aim to make conference rooms more hospitable and conducive to collaboration in order to entice workers back to the office. In a Wall Street Journal article about companies’ plans to remodel offices, President and Chief People Officer of Salesforce Brent Hyder stated that Salesforce strives to create shared spaces for teams to collaborate in conference rooms by replacing desks with couches and televisions. The goal is to create a pull towards the workplace rather than a push.
4. HYPERFLEXIBLE SPACES ARE CRITICAL
In a lot of industries, 40% space underutilization rates are real – a number no longer tolerable as corporate and college campuses begin to understand smart space planning.
That means multi-purpose spaces, configurable spaces, and shared spaces need remodeling.
As gatherings grow less formal and hybrid work patterns bring fewer people physically into conference rooms, the size and shape of the traditional conference room is evolving. For better or worse, the ways we use conference rooms is fundamentally changed – which means a new pattern of utilization.
5. SHARED WORKSPACES ARE BACK IN VOGUE
The New York Times’ Emily Woo reports that employees are choosing flexible co-working spaces over conventional offices because they allow them to sign short-term contracts or drop in to shared spaces as needed. These co-working spaces are currently overflowing.
However, even in these co-working spaces, replicating the atmosphere of a pre-academic office is the aim for some businesses. One of the first businesses to return to a WeWork space was a start-up, Merge, that creates business software for payroll, accounting, and human resources. It expects its employees to come in at least four days a week. After the official workday wraps up, they attempt to make WeWork’s common area feel like their own workspace by hosting a shared “work dinner” there.
6. HYBRID IS MAINSTREAM
HR leaders must assess how these trends will affect their organizations both now and in the future, as well as how much they will alter their strategic objectives and goals. In order to draw in and keep talent, an organization’s EVP must include a commitment to well-being.
In one Accenture survey, 83% of 9,326 workers say they prefer a hybrid model — in which they can work remotely at least 25% of the time. At the same time, these employees need to feel connected to a corporate culture and their teammates, and more than 65% across all age groups say they want to see other coworkers regularly.
The new workplace experience is about working smarter – from anywhere.
To learn more about how Lambent is helping CRE leaders make the most of their spaces, check out our CRE Guide or reach out directly to email@example.com for a quick demo.
Nupur Patra contributes to the Blog and Social Media channels for Lambent. She is currently a Graduate Student at Northeastern University in the Digital Media program.
Want Real Experience? Work For A Startup
I wasn’t sure what to expect for my first co-op or even what I wanted. As a communications and media studies major, I scoured the Northeastern co-op database looking at any position in either of those fields. Throughout the fall, I applied for companies big and small, ranging in all different industries from law firms to daily news sites.
One of the companies on my list was a Boston-based software startup called Lambent. But I was quite hesitant to work for a company focused on cutting-edge software – I had no familiarity with AI or machine learning.
However, during my interview, I was told that I would be able to have a hands-on role and be put to work, and as a college sophomore, I was hungry for the challenge.
Six months later, I’m so happy that I made the decision to work for Lambent. I have been able to learn more about the tech space and market as well as gain valuable or real-world experience that I wouldn’t have at a larger company.
SOME BENEFITS OF STARTUP INTERNSHIPS:
- Exposure to the C- suite – At larger companies, there are many layers between a co-op and a CEO but at Lambent, the C-suite is working at the bench directly beside everyone else. Their accessibility made it easy to float content ideas to them, ask for expert opinions on industry topics, and even chat about career opportunities. It should be noted that Lambent Things has a female founder, an extra inspiration for me.
- Name recognition at company meetings – Company “Shout Outs” are a regular part of our All Hands meetings each month. At our April meeting, I received a shoutout from someone outside my department for my blogs and social posts. It’s nice to know that the sales directors and BDRs actually read my blogs and reference them to customers.
- Immediate impact – One of the most rewarding aspects of my experience has been seeing the social media channels grow significantly. Thanks to a Wordle ad on Twitter that I helped curate, our Twitter account saw a 20,000% increase in impressions in the month of April! During my 6 month co-op, I learned to create a social media calendar and since we are a small team, it was my job to own the posts end to end. That means writing, scheduling, posting, and measuring the success of my posts.
- Daily 1:1s with a Senior Manager – For me, this might be the most significant difference from working at a big company. I was able to benefit from mentoring from an experienced Senior Marketing Manager. She has guided me through marketing campaigns, PR releases, and paid social media campaigns as well as given me additional career advice. I’ve learned so much from her about the marketing world, but also the corporate world in general.
Startups come with a lot of challenges, and every day is different. The benefit for a co-op and intern is that they are thrown right into the action. My time with Lambent may end in the next few months, but the knowledge and skills I have gained will follow me throughout the rest of my professional career.
Alex Trotto contributes to the Blog and Social Media channels for Lambent. She is currently a Northeastern University student in her sophomore year.
Importance of Coming Together in Covid: Student Co-Op Review
My student co-op search was no simple one; I spent months patrolling the Northeastern University database looking for the perfect fit. I had hoped to work in the sports department of a large newspaper, and when it didn’t pan out, I had to pivot to other options. Eventually, I stumbled upon Lambent, a Boston-based tech startup hiring co-op students in the area of social media marketing and blogging.
That was six months ago, and I knew very little about tech startups, and even less about ‘space analytics’. Yet I was drawn to the idea that Lambent technology enables better ways for us all to be together in the spaces where we work, and study—and even how we watch pro sports.
My first blog, which was published a few weeks after I started, was a considerable accomplishment for me personally, mostly because I knew a lot of knowledgeable readers would see it. I wrote about something I’m passionate about, trends in stadium innovation. Researching the topic allowed me to familiarize myself with Lambent pro sports partners, like the Cleveland Cavaliers and Milwaukee Bucks.
During the full-time co-op, my colleagues always made themselves available to answer questions or help me with tasks that were new to me. I was able to be part of a team that saw an 86% increase in impressions on Linkedin within eight months, a 66% increase in follower growth on Linkedin, and launched a new website and brand. It was incredibly rewarding to see our social presence and influence grow.
A particularly impactful milestone for me was the all-hands (in person!) meeting in late September. Here are a few takeaways from the three-day company-wide meeting:
- Company swag is real, and really cool! I would never have imagined an Lambent logo on a bag of M&Ms, mask, or ring light! Jokes aside, the Lambent branded items made me feel like the company was building its brand and that I was an important cog in a powerful machine.
- My colleagues are interesting! I had the opportunity to put faces to names, and to get to know people outside of my marketing team. Every employee made a short introduction video, which aired between events. During these intervals, I had the freedom to interact with colleagues in a more casual setting, where I learned more about people’s personal and professional backgrounds.
- Synergy! Listening to presentations from the other departments, particularly the sales team, helped me better visualize the company as a whole. My perspective had been entirely marketing oriented, but now I had a better understanding of how other departments rely on each other.
- Elevator Pitches, Love ‘em! I really enjoyed the sales pitch exercise, where each member of the sales team was tasked with pitching Lambent in under 30 seconds. Also, listening to the sales team sessions deepened my knowledge of how and where the software is used.
- Our Friends & Fans! One of the more moving events from the hand-on meeting was the ‘Why I Invested’ appearances. I got to hear from some of the early investors who truly believed in the product. This included Isiah Kacyvenski, a former NFL player who would go on to co-found Will Ventures. And Rick Grinnell of Glasswing Ventures, who has seen many companies like ours meet their Series A fundraising goals and go on to bigger things. Listening to investors speak with passion and conviction reinforced my belief that we were all working toward an important goal.
I came into the co-op with limited social media experience but will leave it with a bevy of new skills on multiple social media platforms. My first week, I lacked confidence. After my first formal “corporate social share ”, my friends lifted me up by liking, commenting, and resharing it. Six months later, and without their help, I had played a major role in boosting Lambent social media presence across multiple platforms. With each passing week, I familiarized myself with the Lambent language. I wrote reports, engaged virtually with customers, helped build a social media presence, and published blogs relating to topics previously unbeknownst to me.
I am immensely grateful for the opportunity Lambent presented me. I have learned so much about the world of social media, technology, and myself over the course of these last six months. As we all return to the office – and for me, school – in different ways, I can say with confidence that I landed in the right spot, even if it’s not where I intended to.