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Throughout our Coffee with HR interviews, it has been a joy to hear directly from HR professionals on how they tackle unprecedented challenges. From quiet quitting to rust-out, from hybrid working to chaotic working, HR professionals must be operating at their peak to create a happy and effective workplace. In short, you need people like Krista Nicosia, Performance Coach at Chargebacks911.
Krista knows how to put things into words, too. “The goal should be to make the office worth the commute,” she told us. “The last thing you want is to have the office become a mandate; you want it to be a magnet.”
It’s fortunate for employees at Chargebacks911 that Krista entered HR at all. She attended the University of Central Florida to major in psychology and criminal justice during her undergrad and received master’s degrees in criminal justice and chemistry. She then worked in law enforcement, before switching to a career in human resources.
Which gives us one obvious and unavoidable segue into the main interview: it would be criminal not to read it.
Related reading: HR thought leaders highlight risks of AI in the workplace
I am the Performance Coach at Chargebacks911. My main focuses are employee relations, career planning, building company culture, ensuring employee satisfaction, and establishing a rapport with all employees. That way, they have someone to go to, regardless of what their situation is. My main goal is to make sure employees are happy, engaged and empowered to strive for more.
I’ve always been drawn to jobs where I’m able to help people, guide people down the right path, and be an advocate for them. I also like helping people become the best version of themselves. The best advice I can give to someone who is pursuing a career in HR would be to make sure you have a healthy outlet for stress. A lot of HR jobs are stressful, and you need to leave work stress at your place of employment, so it doesn’t affect your personal life.
The idea behind quiet quitting and lazy Jane jobs is rather than quitting your job entirely, you quit going above and beyond. For some, it’s mentally checking out from work. For others, it becomes about not accepting additional work without additional pay.
An employee who won’t consider doing anything outside of their job description and won’t work overtime might sound like someone who is difficult to work with. A strict approach to never going above and beyond might make it difficult to cope with increased demands on a business without taking on additional resources. I can also see how in a team, one quiet quitter might cause friction with those who are going above and beyond and see this as them picking up the slack for those who won’t.
On the other hand, if you’re consistently relying on employees going over and above the requirements and responsibilities of their role, working excessive hours, and doing so without additional remuneration, perhaps it is time to look at your business structure. Do you have so much work that more employees are required? Do the salaries you’re offering remain aligned with market rates? Are your managers effective?
I would also question whether mentally checking out is as bad as it sounds. Like many things, there is a spectrum. Being so checked out that you don’t care about your job at all will most likely lead to sloppy work, mistakes and long-term issues. However, checking out enough to leave the job behind you when you leave for the day is probably a healthy attitude. If employees can find a balance between getting the job done and not burning out, is there really a problem?
If you have an employee who is completely checked out and is no longer performing in their role as a result, you might consider a performance improvement plan in accordance with your disciplinary policies. However, for some businesses, employees cannot be reprimanded or dismissed simply because they won’t go above and beyond.
I generally find that the issue can be avoided by ensuring your business is properly resourced and your employees are well informed about the requirements of their role. I would suggest that every business should review their job descriptions, evaluate salaries and speak with their employees:
Are your job descriptions adequate and up to date? Do all the required tasks of your business fall within someone’s job description, without leaving gaps for which someone would need to volunteer? Do they reflect the reality of your employees’ roles? If not, you might consider updating your job descriptions. If an employee is then not fulfilling their role, in accordance with their job description, you now have an argument to undertake disciplinary action.
Having reviewed your job descriptions, you might need to consider whether your staff are being appropriately compensated for the job they’re doing, which may have evolved substantially from the role they were originally hired for. Much of the discontent amongst quiet quitters is about being expected to carry out more work than they are compensated for.
While it is not appropriate for a business to survive on the back of unpaid work carried out by its employees, every business will occasionally have exceptionally busy periods in which their employees might need to pitch in. Having a good relationship with your staff and regularly communicating with them will help. People are more likely to pitch in if they know their help is appreciated rather than expected and the situation is temporary, or if it’s not, that you’re looking for a longer-term solution.
Ultimately, quiet quitting cannot really be prevented or tied to disciplinary action, and it may be time to look at the deeper issues if an employee doing everything that is required of them by their job description, and nothing more, is damaging to your business. If that is the case, it might be time to consider a refresher in company culture, or you may need a wider restructuring project.
Companies all around the globe are reimagining the physical workplace to accommodate the hybrid approach to work that was accelerated by the pandemic. There are reconfigured meeting rooms with video conferencing technology, amenities and aesthetics that resemble those at hotels and coffee shops, and seating layouts no longer based on headcount, but on how often each worker comes into the office.
Companies have traditionally locked in long-term leases for office space to accommodate their headcount. But staffed with a more hybrid and transient workforce, businesses are adopting a more customised approach. Flexible office arrangements will better reflect the needs of the workers, whether the emphasis is on productivity, collaboration, or just plain distraction-free quiet time. Even within the same organisation, there’s a realisation that different people perform better in different environments.
The work to entice people back to the office also involves an approach to interior design that blends residential and commercial styles, giving office furniture a homey, cosy vibe, with breakout areas and smaller pods to inspire hives of activity. People want a change of scenery and a space that feels different from their home. The goal should be to make the office worth the commute. The last thing you want is to have the office become a mandate; you want it to be a magnet.
Related reading: How the world of work will look in 2030
The best career advice I’ve ever received was from my dad when I was a child. He told me to pursue a career I enjoy. I’ve found when I enjoy my work and the people I work with, it leads to higher job satisfaction. Finding a job that’s a good fit takes time, but having one that aligns with my interests helps me feel motivated and contribute more.
When I work a job I love, I have a greater sense of contentment and fulfilment. Since I spend a lot of time at work, I find it essential to feel satisfaction from the responsibilities of my role because it makes me feel good about what I do and how I affect others. This type of happiness increases my overall well-being and encourages me to stay at my place of employment for a long time.
Talent acquisition remains one of the biggest challenges HR professionals face today, as many organisations struggle to fill open roles in a timely fashion with quality candidates. To win back workers, companies need to demonstrate that they’ve invested in the employee value propositions and experience. People are less willing to stay in unfulfilling jobs, so businesses need to show how they foster strong values and a clear sense of purpose.
Employee engagement is a never-ending concern for HR professionals as they look to retain workers. Disengaged employees often feel disconnected from their work. This can stem from various reasons, such as high workload and stress, lack of recognition, and limited growth opportunities. As HR professionals, measuring employee engagement is important since it indicates how motivated, invested, and committed they are to their work. However, recognising top performers and offering growth opportunities is probably the best way to drive a sense of purpose in their work so employees don’t feel like they’re just going through the motions.
In the wake of a global health crisis, many companies were forced into taking a remote and hybrid stance before they were ready. While a remote workforce aids in attracting top talent, it doesn’t come without challenges. Common problems inherent to most remote work environments include a lack of face-to-face supervision, distractions at home, lack of access to information, and social isolation. If you want to mitigate the challenges of a remote workforce, implement productivity and collaboration tools to help communicate more effectively. Leaders should also have daily and/or weekly check-ins with employees to ensure they’re on track.
One of the major ways in which technology has impacted HR is through the streamlining and automation of HR processes. With the advent of HR software and other technological tools, many of the tasks and responsibilities previously carried out by HR professionals can now be automated. The use of technology in HR has simplified processes, increased productivity and improved communication, making it simpler to manage a company’s employees.
I do career check-ins with all employees two times a year. I then extract the data from the feedback I receive and share it with the manager of each department. We go over wins and opportunities, and the data continues to be compiled until upper management receives the data for all employees.
I enjoy doing these check-ins because it gives me the opportunity to talk with everyone individually. Not only am I informed about career goals and work performance; but oftentimes I learn about people’s families, upcoming vacations, and/or hobbies. I love getting to connect with everyone on a personal level and feel as though it’s imperative to have that kind of relationship in my role. Otherwise, people won’t feel comfortable coming to me with their problems.
