Ausrine Cebatore’s picture

By: Ausrine Cebatore

Following the pandemic, the Great Resignation marked a trend with large numbers of people resigning from their jobs. However, quitting isn’t an option for everyone; many people have obligations, such as loans to repay or medical insurance that is linked to their jobs. Serving notice was simply not an option. Therefore, quiet quitting has become an alternative to resigning.

So what is quiet quitting? Why do so many employees see it as an option? Should employers worry about it?

What is quiet quitting?

Simply put, quiet quitting is taking a step back and evaluating your work effort. Essentially, you’re determining whether you’re going above and beyond for a company that isn’t reciprocating.

This trend originated on TikTok and quickly spread through news and social media. Commonly, it’s described as:
• Restricting work to work hours and not picking up tasks after this time
• Avoiding work calls and messages during vacations and time off
• Doing the designated work that was listed in the job description
• Unsubscribing from the hustle culture of going beyond any additional duties

Overall, it’s sticking to one’s job description and certain work hours, and not stressing with job-related tasks outside of office hours.

Jason Bradshaw’s picture

By: Jason Bradshaw

As a busy leader or business owner, you’re faced with a seemingly endless to-do list to keep your business operating, as well as an ever-increasing list of ideas about how to improve it. However, I suggest you throw out those hundred-plus to-do items and ideas and instead focus on the experience you deliver.

Start with these three fundamental steps:
1. Define the promise
2. Measure the gap
3. Share the stories

Before explaining the steps to improve the experience and transform your business, let’s clarify a couple of important elements.

First, the term experience. In this context, it means customer experience, employee experience, the experience that you promise, and ultimately, the experiences that you deliver. You can even make experience promises about your brand and products. But for now, focus on customer and employee experiences. You’ll quickly understand that the singular experience—the transaction—is just as important as the collective experience.

Finally, before we get to the three crucial steps, let’s be clear that customer and employee experience doesn’t mean hugging your haters. Nor does it mean surprising your customers and employees with champagne and caviar.

Mona Rhodes’s default image

By: Mona Rhodes

Standards of customer service rose in 2022, and your business needs to keep up if you want to be successful in the digital age. Each customer interaction is crucial, especially since PWC revealed that 32 percent of customers will stop doing business with a brand when they experience poor service. It’s certainly easy for customers to switch brands, which is why customer service plays a crucial role in maintaining brand loyalty.

If you want your business to succeed this year, you need to meet the following markers of excellent customer service.

Develop best practices for your customer experience

Consistency is the key, especially if you want to impress your customers and maintain their loyalty.

Gleb Tsipursky’s picture

By: Gleb Tsipursky

Organizations need to incorporate constructive feedback from stakeholders to survive disruptions amid today’s turbulent economy. Securing constructive feedback is critical in helping you find which decisions are working and which ones aren’t. Yet, many organizations fail to engage effectively with their stakeholders due to a reluctance to incorporate and act on feedback. This results in communication gaps.

Why seek stakeholder feedback

Learning to incorporate constructive feedback is vital for building a trusting relationship and provides valuable insight into how stakeholders view and make decisions.

Gleb Tsipursky’s picture

By: Gleb Tsipursky

Forward-looking organizations use hybrid and remote mentoring to solve two of the biggest challenges for that type of work: on-the-job training and integrating junior employees. Yet despite solving this major problem, mentoring programs that pair new staff with senior employees are all too rare.

Instead of using this best-practice methodology, many leaders simply complain about how hybrid and remote work undermine on-the-job training and employee integration, and try to force employees to return to the office. Senior leadership and management must adopt best practices for leading hybrid and remote teams to mentor employees in the future of work.

Susanne Tedrick’s picture

By: Susanne Tedrick

No single person, no matter how intelligent or experienced, can understand everything there is to know about a given job. Questions will come up, and when they do, the individual—whether a software developer, project manager, sales engineer, or any other title—needs to have a handle on the specific support that is needed, and how to ask for it.

With more people working remotely than ever before, this topic is emerging as a persistent issue. This is particularly true in the tech field, in which teams must understand how to quickly resolve network and other systemic breakdowns and problems.

Here are some ideas on how to overcome lack of on-the-job support and seek help:

Be sure to reach out to the right person. Many times, unhelpful or unsupportive people are acting out of lack of knowledge. Before you text, email, or phone, consider whether you are contacting the correct individual. This person may have taken a different position in the company and is no longer current on the issues you need addressed. If you require specific examples of what to do, reach out to someone good at providing practical advice—not someone who offers platitudes like, “You’re smart; you’ll figure it out.”

William A. Levinson’s picture

By: William A. Levinson

Inflation has skyrocketed during the first half of 2022, which also saw a sharp downturn in the stock market in response to the Federal Reserve’s increase in interest rates to reduce demand. This resulted in a bear stock market and raised the prospect of an economic recession. The nonpartisan Government Accountability Office (GAO) has meanwhile projected a national debt “death spiral” in which interest on the growing Federal debt will overwhelm our ability to pay.1

Yosef Ayzencot’s picture

By: Yosef Ayzencot

Starting a business is a costly investment. According to U.S. Bureau of Labor statistics, more than half of businesses fail within the first five years of opening. Adding to this pressure were the nationwide staffing challenges during the “Great Resignation” and then the “Great Reshuffle.” This type of workforce back and forth leaves business owners and human resource managers with constant whiplash while the needs of the business continue to go unmet. The problem is finding quality employees and keeping them engaged.

As a co-founder of 26 Motors, a full-service and independent pre-owned car dealership, I can only speak from experience within the niche car sales market. Still, the principles should be much the same no matter what your business sells or provides.

Grant Ramaley’s picture

By: Grant Ramaley

The FDA Quality System Regulation (QSR) 21 CFR Part 820 was written in 1997 to harmonize with ISO 13485:1996. The goal was to relieve some of the burden of manufacturers having to meet two different criteria, the FDA’s and ISO 13485.

But by 2003, ISO 13485 had changed so significantly that the FDA QSR was no longer aligned. Now the FDA wants to update the QSR to align it with ISO 13485:2016. But will that solve the problem? Can the FDA and industry use the new QSR in a cooperative way?

Why the FDA needs to cooperate better with industry

A 2008 U.S. Government Accountability Office (GAO) report indicated that foreign manufacturers see an FDA inspector about once every 26 years, unless they make high-risk devices. Overseas high-risk device makers are visited perhaps once every six years. These numbers haven’t significantly changed. A review of foreign inspections saw a bump in 2012, but a small bump—not one that would satisfy the mandate to audit all manufacturers, worldwide, every two years.

The issue is manpower: To say the FDA has “capacity issues” and is unable to meet its congressional mandate to inspect every two years is an enduring and extreme understatement.

Gleb Tsipursky’s picture

By: Gleb Tsipursky

Imagine you’re driving along the highway and you see an electric sign that reads, “79 traffic deaths this year.” Would this make you less likely to crash your car shortly after seeing the sign? Perhaps you think it would have no effect?

Neither are true. According to a recent peer-reviewed study that just came out in Science, you would be more likely to crash, not less. Talk about unintended consequences.

The study examined seven years of data from 880 electric highway signs that showed the number of deaths so far this year for one week each month as part of a safety campaign. The researchers found that the number of crashes increased by 1.52 percent within three miles of the signs on these safety campaign weeks, compared to the other weeks of the month when the signs didn’t show fatality information.

That’s about the same effect as raising the speed limit by four miles or decreasing the number of highway troopers by 10 percent. The scientists calculated that the social costs of such fatality messages amount to $377 million per year, with 2,600 additional crashes and 16 deaths.

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