A short summary of?Dani Polajnar's lecture on our first?#quantiflyconnect?event. ?? Last year saw the highest number of resignations since measurements began. It peaked at the end of last year/beginning of this year, and now the numbers have dropped again somewhat, giving the false impression that the situation is improving. In reality, the situation has turned into what is known as "quiet quitting", which manifests itself in a drastic decline in employee engagement and a drastic increase in actively disengaged employees (source: Gallup Global Engagement Survey). Quiet quitting is the term used to describe actively disengaged employees and it has become a major global trend. It describes employees who do the minimum amount of work they can. This means they never work more than the hours they are paid for, never take on extra work or attend any training. The three main reasons that lead to such behaviour are the following: 1. Employees do not know what their supervisors really want from them; 2. They feel that no one really cares about them (their supervisors do not care), 3. they do not feel connected to the organisation's vision and its values. Dani Polajnar?jokingly says that in the modern management era, KPIs should be translated from "key performance indicator" to "keep people inspired". The balance will have to shift from achieving business goals to leading people. In organisations, this can be supported by promoting leadership training rather than just management training; and by really integrating the company's values into the corporate culture and day-to-day operations. #leadership?#business?#engagement?#culture
Founder of Agile Tools, OKR Trainer
2 年We are all more or less affected by the "Donning Kruger effect" (https://youtu.be/4FGnb2lgPBA) if I comment on managers' thinking about how good they/we are at leadership. The importance of understanding both variants of the KPI acronym is so underrated that it's no wonder "quiet quitting" is on the rise. In their original form, the KPIs should be used in tandem with structured goals, namely OKRs, and with proper intentions - to learn, not to measure individuals. Organizations that learn faster will outperform the competition.