On Quiet Quitting and Quiet Hiring
I was surprised, this morning, to hear that Canadian CEOs are only just now discussing "quiet hiring" as a response to Quiet Quitting. You'd think that a term like that would denote some crafty approach by HR departments to book interviews, but the truth of the matter speaks to how isolated bigger corporations and companies tend to be.
So, you're an Air Canada CEO. You're ordered to cut costs, so you terminate posts at the Baggage Claim. In-context, it also means you'll "quiet hire" new Baggage Claim helpers - in the person of your already-swamped Front Desk employees. In clearer terms, "quiet hiring" only refers to the splintering of individual posts across already-established functions, in the assumption that your employees can shoulder extra tasks - at no added pay, of course.
Hearing my own CEO discuss this makes my blood boil. I raised my hand during the Admin Board's meeting and pointedly reminded them that the Salesforce group and IT carried them through the pandemic, and that downsizing while crunching more responsibilities would only lead to a worsening of the workplace culture and several voluntary departures.
CEO's close friends looked uncomfortable. As for him, he mostly shrugged.
"Well, whoever doesn't want to play the game is entitled to their decision. If they want to leave, the door's right there."
Walt, Sarah and I exchanged a look. Once this reaches the call centre, we'll once again notice a drop-off in attendance records, and more quittings.
We'll see what tune Mr. Moneybags wants to play, once contracts start to drop off as a result.
