“Quiet quitting” is the latest term popping up on social media feeds, gaining traction among workers who are tired of going above and beyond for little return.
But, now, the conversation has turned to a related topic — “quiet firing.”
If your employer regularly expects you to do more than your job description for the same pay, call it what it is: quiet firing.
Makes a lot more sense than this “quiet quitting” nonsense.
Essentially, quiet firing happens when employers demoralize workers enough that they decide to leave on their own. This can happen in various ways, such as not responding to requests for promotions or wage increases, increasing workloads to an unmanageable level, or by snuffing out opportunities for career growth.
‘Quiet quitting’ and changing work in Canada – Aug 18, 2022
Other terms for quiet firing include “constructive dismissal” or “managing out,” but regardless, it can be pinpointed with behaviour like micromanaging, leaving employees out of the loop, cutting back hours and other passive-aggressive workplace tactics.
Some people argue the problem doesn’t lie with those who are setting healthy boundaries between work and life, but instead lies with employers who create workplaces that are so awful the employee feels no choice but to quit.
“A lot of talk about ‘quiet quitting’ but very little talk about ‘quiet firing,’ which is when you don’t give someone a raise in 5 years even though they keep doing everything you ask them to,” Randy Miller, a software developer, tweeted, summing up the general sentiment.
A lot of talk about “quiet quitting” but very little talk about “quiet firing” which is when you don’t give someone a raise in 5 years even though they keep doing everything you ask them to.
“I was TOLD as a manager some years ago that we were to do this, and these tactics were to ‘encourage people to take a new path on their own accord because they might not fit the culture’ … a.k.a. tiring them out so they’d leave on their own because there wasn’t enough to say they weren’t good at their job, or they weren’t doing their jobs. It’s disgusting yet a well-known way of management in many organizations. I’ve seen it done, I have experienced it as well,” Alexandra H., a creative strategist, wrote on LinkedIn’s poll.
“I’ve seen it firsthand with supervisors who feel threatened by your existence. You don’t know why but they simply want you out. You are constantly made to feel like you cannot do anything right even when you are hitting your goals,” shared Robin McCarson, a business owner and former senior vice-president of a home health care operation.
‘Quiet quitting’ and changing work in Canada – Aug 18, 2022
Matthew Fisher, an employment lawyer and partner at Toronto-based Lecker & Associate, told Canadian Business magazine that not every skipped promotion or change in workflow means an employee is being quietly fired, but if there’s a clear pattern or multiple instances of such behaviour, he says, it may be a sign an employee is being pushed out the door.
“Employees know in their gut that something is wrong … Taking away their duties, diminishing their title — it’s essentially death by a thousand cuts,” he told the magazine.
That’s especially true in Canada, where the rights for terminated employees are “quite substantial” compared to the U.S., said Fisher.
Laura Williams, managing partner of Williams HR Law LLP and the CEO of Williams Consulting Inc., told Global News that quiet firing is “almost like a game of chicken for employees and employers.”
Laura Williams.
Courtesy / Laura Williams
“Instead of … taking that tough decision of ‘we’re going to end the employment relationship,’ it’s ‘let’s see if we can get them to leave.’ And again, we won’t have that financial obligation to make the termination payouts.”
Linda Nazareth, a Toronto-based economist and host of the Work and the Future podcast, told Global News that quiet firing is a passive-aggressive form of making an employee’s life miserable, while not dealing with the problem directly.
“Honestly, if you are quietly firing people, it’s either bad management in that you’re trying to not pay them the layoff or you just don’t want to deal with this head-on. And you are allowing people to be there who you don’t really want to have there. So something’s not right.”
Linda Nazareth.
Courtesy / Linda Nazareth
Williams says that managers who are attempting to quietly fire their employees should probably reevaluate their methods, as there can be harsh consequences if caught.
“First of all, if you are mistreating an employee and making their lives miserable within the workplace, you could be held liable for committing a constructive dismissal. And constructive dismissal is when the employer unilaterally changes the material conditions in terms of an employee’s employment,” she said, also warning of the risk of diminished workplace morale, and that employees could allege workplace harassment over passive-aggressive behaviour.
Nazareth agrees, saying that stealthy quiet firing techniques could potentially result in a disengaged staff.
“I don’t see how there’s a win in having people not be engaged and not contributing to the best of their abilities. So it is definitely not the culture you want to create,” she said.
If you’re worried that you’re being quietly fired, Forbes magazine contributor Jack Kelly advises that you speak directly with your manager or supervisor about your concerns.
“Although it may be a lost cause, you may want to have a conversation with your boss. Share with your manager that you feel that you’re being unfairly persecuted. Provide facts, data and any correspondence from co-workers and clients that show you are in fact a productive worker and good at your job,” Kelly writes, adding that employees need to be direct “since you have nothing to lose at this point.”
Kelly says a frank, direct conversation can help clear the air, especially if an employee works to incorporate any feedback given by a higher-up.
“Since it’s a two-way street, the manager must put aside their animosity and view you in a fresh new light untainted by past prejudices.”
TORONTO – Roots Corp. may have built its brand on all things comfy and cosy, but its CEO says activewear is now “really becoming a core part” of the brand.
The category, which at Roots spans leggings, tracksuits, sports bras and bike shorts, has seen such sustained double-digit growth that Meghan Roach plans to make it a key part of the business’ future.
“It’s an area … you will see us continue to expand upon,” she told analysts on a Friday call.
The Toronto-based retailer’s push into activewear has taken shape over many years and included several turns as the official designer and supplier of Team Canada’s Olympic uniform.
But consumers have had plenty of choice when it comes to workout gear and other apparel suited to their sporting needs. On top of the slew of athletic brands like Nike and Adidas, shoppers have also gravitated toward Lululemon Athletica Inc., Alo and Vuori, ramping up competition in the activewear category.
Roach feels Roots’ toehold in the category stems from the fit, feel and following its merchandise has cultivated.
“Our product really resonates with (shoppers) because you can wear it through multiple different use cases and occasions,” she said.
“We’ve been seeing customers come back again and again for some of these core products in our activewear collection.”
Her remarks came the same day as Roots revealed it lost $5.2 million in its latest quarter compared with a loss of $5.3 million in the same quarter last year.
The company said the second-quarter loss amounted to 13 cents per diluted share for the quarter ended Aug. 3, the same as a year earlier.
In presenting the results, Roach reminded analysts that the first half of the year is usually “seasonally small,” representing just 30 per cent of the company’s annual sales.
Sales for the second quarter totalled $47.7 million, down from $49.4 million in the same quarter last year.
The move lower came as direct-to-consumer sales amounted to $36.4 million, down from $37.1 million a year earlier, as comparable sales edged down 0.2 per cent.
The numbers reflect the fact that Roots continued to grapple with inventory challenges in the company’s Cooper fleece line that first cropped up in its previous quarter.
Roots recently began to use artificial intelligence to assist with daily inventory replenishments and said more tools helping with allocation will go live in the next quarter.
Beyond that time period, the company intends to keep exploring AI and renovate more of its stores.
It will also re-evaluate its design ranks.
Roots announced Friday that chief product officer Karuna Scheinfeld has stepped down.
Rather than fill the role, the company plans to hire senior level design talent with international experience in the outdoor and activewear sectors who will take on tasks previously done by the chief product officer.
This report by The Canadian Press was first published Sept. 13, 2024.
VANCOUVER – Mediated talks between the union representing HandyDART workers in Metro Vancouver and its employer, Transdev, are set to resume today as a strike that has stopped most services drags into a second week.
No timeline has been set for the length of the negotiations, but Joe McCann, president of the Amalgamated Transit Union Local 1724, says they are willing to stay there as long as it takes, even if talks drag on all night.
About 600 employees of the door-to-door transit service for people unable to navigate the conventional transit system have been on strike since last Tuesday, pausing service for all but essential medical trips.
Hundreds of drivers rallied outside TransLink’s head office earlier this week, calling for the transportation provider to intervene in the dispute with Transdev, which was contracted to oversee HandyDART service.
Transdev said earlier this week that it will provide a reply to the union’s latest proposal on Thursday.
A statement from the company said it “strongly believes” that their employees deserve fair wages, and that a fair contract “must balance the needs of their employees, clients and taxpayers.”
This report by The Canadian Press was first published Sept. 12, 2024.
MONTREAL – Travel company Transat AT Inc. reported a loss in its latest quarter compared with a profit a year earlier as its revenue edged lower.
The parent company of Air Transat says it lost $39.9 million or $1.03 per diluted share in its quarter ended July 31.
The result compared with a profit of $57.3 million or $1.49 per diluted share a year earlier.
Revenue in what was the company’s third quarter totalled $736.2 million, down from $746.3 million in the same quarter last year.
On an adjusted basis, Transat says it lost $1.10 per share in its latest quarter compared with an adjusted profit of $1.10 per share a year earlier.
Transat chief executive Annick Guérard says demand for leisure travel remains healthy, as evidenced by higher traffic, but consumers are increasingly price conscious given the current economic uncertainty.
This report by The Canadian Press was first published Sept. 12, 2024.
