In recent years, a trend has emerged in some corporate and legal environments known as ‘quiet firing’, which mirrors the phenomenon of ‘quiet quitting’. For those unfamiliar with the term, ‘quiet quitting’ is a reference to the practice of an employee doing the bare minimum to maintain their position and paycheck, but the individual is essentially disengaged from their work and may contribute as little as possible beyond mandatory tasks.
‘Quiet firing’, in contrast, refers to the act of subtly reducing the involvement and responsibilities of an employee in an attempt to make them feel irrelevant or unwanted, potentially pushing them to voluntarily leave their position. This practice may avoid the direct confrontations and potential legal implications associated with formal terminations, but it also raises a number of ethical and legal concerns.
JDSupra recently highlighted some of the issues that can arise from ‘quiet firing’. The commentary suggests that it is better, from both an ethical standpoint and a business perspective, to directly address these issues with employees instead of resorting to such under-the-table practices.
From a strictly ethical standpoint, it is generally agreed that employees should be treated with respect and honesty. This includes being upfront about their performance and their significance to the company. When ‘quiet firing’ is practiced, it involves an element of subterfuge and lack of direct communication that many would see as going against these principles.
From a business perspective, ‘quiet firing’ may lead to lower morale among employees, especially if they begin to suspect that it is happening. Over time, this may lead to decreased productivity and higher turnover, which can be costly for a company. It may also open a company up to potential legal action if an employee feels they have been unfairly ‘let go’.
In conclusion, while ‘quiet firing’ may seem like an easy way out of confronting a difficult problem, it could compound issues in the long run. It’s advisable to revert to honest communication and engaging in open dialogues with employees about their performance and their future in the company.