If you haven’t been living under a rock for the last few weeks, chances are that you are kinda getting tired of the term ‘moonlighting’. However, it’s easy to forget in the noise around moonlighting that, not too long ago, a couple of its cousins were winning popularity contests in HR circles. Namely, The Great Resignation and Quiet Quitting.
While a lot has been written and spoken on each phenomenon, not enough has been said about what connects the three. Is there any reason why these 3 phenomena have entered our lives around the same time? Or should we go back to the tried and tested formula and blame Covid for these too?
Last month I decided to dig deeper into these subjects. I spoke to a few Moonlighters, Quiet Quitters and the not-so-quiet ones (The Great Resigers). In fact, we also held a webinar on the same subject on which HR leaders shared their perspectives. You can find the recording here.
But this piece is based on my primary research. Not scientific by any means but one that I stand by.
Moonlighting
The primary motivation for moonlighting is money. People have spare time and they want to use it to make some extra cash. However, it’s not as simple as that. These people actually want to work more but in a way that they are also rewarded. Tech moonlighting doesn’t always bring the most interesting work their way. However, there’s always something new to learn, something to experiment with, and something to grow their portfolio with.
So, if we were to get to the crux of the matter, it’s cash and the need for fulfillment that is causing this trend. Know more about how you can prevent this through moonlighting policy.
Quiet Quitting
The Quiet Quitters I spoke to felt stuck in their jobs. They could not see any way out of that drudgery even if they did brilliantly at their jobs. They felt there was a growth ceiling they could not break no matter what they did. So they decided to do just enough and not an iota more.
Breaking this down, it’s about the lack of growth opportunities and fulfillment in their jobs.
Great Resignation
The most vocal, visible, and envied amongst the 3 sets, the Great Resigners walked out of their jobs looking for something more meaningful than the perks of corporate life. They realize their privileges – having been born in a time and place of abundance. With the right education and background, they know jobs will never be scarce. Hence, the risk appetite.
Breaking down, it’s the sense of security and the need for fulfillment that’s driving this lot.
The mathematician in me cannot help but make this Venn diagram.
It seems to me that the zeitgeist of our times is ‘Fulfillment’. Gone are the days when an increment, a car, or a foreign trip was enough to buy a person’s loyalty for the next 24 months. The current generation and, I suppose, future generations of workers will need a more nuanced approach. It’s a bit like an entire generation climbing up Maslow’s ladder.
As people managers, are we recognizing this shift? As organizations, are we creating the right environment for this generation to feel fulfilled? Or, do we want to stick to issuing warning letters to fight these inevitable trends?
What do you think? I would love to know your thoughts.
On a lighter note…
Employees most likely to quit in their first year of employment
Data from 2021-22 show that more than half of departing employees seem to be in their first year of employment. It also reveals that the average worker tenure has fallen by 20% since 2020, and is now at two years.
Employees today expect more from their employers, prompting HR leaders to rethink employee engagement and retention practices. Read more about it here.
From quiet quitting to quiet firing
From quiet quitting to quiet firing, there’s another weird workplace trend: ‘stealth layoffs’.
It happens when you’ve been told that you’re not going to advance at the company, but you aren’t being fired, either. It allows firms to cut headcount without confirming that there were any financially based layoffs. Know more about it here.
