That’s because there’s a connection between how employees feel and how they work, says Christina Cleveland, RBC’s Diversity & Inclusion leader.

“When employees are heard, they release the emotional burden they’re carrying (whatever that may be) — by creating space for them to re-engage the executive function of their brain to think critically and creatively, to problem solve and to drive forward,” Cleveland explains.

Conversation is important, but so is modelling healthy behaviours, says Webb. Instead of multitasking, like checking email during a meeting, she says try “single tasking” because focusing on one task leads to better results. Taking breaks helps too. Webb says technology has perpetuated a 24/7 work culture with pressure to always be available. That’s why she recommends taking intentional breaks and encouraging others to do so.

“Breaks help our brains work better, and we make better decisions,” she explains, “When leaders model these behaviours, it shows that we’re not superhuman and we don’t have to do everything all at once to be successful.”

2. Reinvigorate purpose

Helping quiet quitters find a purpose beyond a paycheck is one of the biggest challenges for employers and people managers, especially in a time of economic volatility, but it’s critical in an environment like this.

A global culture report shows that meaning in day-to-day work is a top priority for 83 per cent of respondents. Moreover, nearly 70 per cent would even change jobs for more fulfillment.

“Finding a job that will give you the money you need to live your life and be stable is important,” says Alan Richardson, one of the senior leaders at RBC responsible for developing and retaining talent, “But you also want to do something you are passionate about at a place where you can be engaged and enthusiastic.”

Purpose is personal — for some it may the opportunity to make a big impact with a project, and for others, it may be connecting one-on-one with a client. The larger business purpose, like helping people with their financial goals, can also help employees find value in their day-to-day work.

Richardson explains, “When employees find personal meaning in the bigger purpose and can apply it to their roles and responsibilities, that’s when you know they’re engaged.”

For RBC Mortgage Specialist Ashley Tidd, her purpose is her connection with clients.

She says, “I genuinely care for clients. Buying a home is one of the biggest purchases of their lives and through the mortgage process, I really get to know them and to share in that milestone is really meaningful for me.”

And she’s not alone. Many employees are fulfilled by driving change and making an impact. Finding ways to help employees see how their individual actions and daily work have a positive impact can make all the difference in the world.

3. Go beyond recognition

From a very early age, we crave recognition and appreciation from parents, teachers and friends. That same desire for positive feedback continues as we enter the working world.

Research shows providing recognition, like a promotion or a “thank you,” creates a culture of engagement, loyalty and high performance. While these methods can be meaningful and motivating, they’re conditional on performance, says Cleveland.

“Recognition is about accomplishments while appreciation celebrates value and potential,” Cleveland explains. “In a world where the social contract has changed – employees want to be seen, heard and to feel valued — appreciation is a core element of inclusive workplaces and feelings of belonging.”

Showing appreciation for employees is especially important for people managers. In a Glassdoor survey, 53% of employees said feeling more appreciation from their manager would encourage them to stay longer at their company.

But appreciation doesn’t always have to come from a manager. Experts say peer-to-peer appreciation also builds morale and is often even more powerful because colleagues are often working side-by-side and have a deeper level of understanding of the work.

As the global economy shifts, quiet quitting may no longer be a headline, but the factors that fueled the trend are worth understanding. After all, history does tend to repeat itself.

Richardson adds, “More than ever, external pressures are influencing how we work, and employers need to think about how to keep employees engaged. Today those pressures are health and economy related — tomorrow they may be different. The need to identify and understand them, however, will continue.”

A word from our lawyers

This article offers general information only and is not intended as legal, financial or other professional advice. A professional advisor should be consulted regarding your specific situation. While information presented is believed to be factual and current, its accuracy is not guaranteed and it should not be regarded as a complete analysis of the subject matter discussed. All expressions of opinion reflect the judgment of the author(s) as of the date of publication and are subject to change. No endorsement of any third parties or their advice, opinions, information, products or services is expressly given or implied by Royal Bank of Canada or its affiliates.