Is Quiet Quitting a Symptom of Poor Mental Health?
One workplace buzzword many people are eager to leave behind is “quiet quitting.” The phrase dominated headlines this year, especially when a Gallup poll revealed that at least half of U.S. workers are disengaged.
Although this term is quickly running its course, the underlying problem remains. In fact, work engagement continues to slide, indicating a growing disconnect between employees and employers. No doubt, the quiet quitting phenomenon is a symptom of ongoing workplace upheaval. But I suspect it also reflects the need for better mental health support at work.
What Research Says About Workforce Wellbeing
Even as post-pandemic work engagement is dropping, countless studies reveal that depression and anxiety are on the rise. And the uptick in layoffs and economic uncertainty creates even more stress. Let’s look closer.
Nearly three-quarters of employees (72% ) say they’re concerned about finances – up from 65% last year – according to a recent report from financial wellness solution provider, Brightplan. And PWC research indicates that declining financial health impacts employee mental health and work productivity. Specifically, PWC found that 69% of employees who are financially stressed are less likely to feel valued at work – and therefore, they are becoming less engaged.
Depression and anxiety are also leading reasons why people take time off from work. In fact, employers lose an estimated 12 billion workdays annually as a result of employee depression and anxiety. According to The World Health Organization and the International Labor Organization, this costs the global economy nearly $1 trillion a year. Both organizations acknowledge the need for concrete action to address workplace mental health.
How Can Employers Respond?
Some employers may ignore these disturbing trends. But others are taking action by creating an environment where workers feel more valued and supported.
For example, if you notice that “quiet quitting” is spreading among your ranks, it’s likely that these employees feel under-appreciated. By offering professionally managed support groups as a benefit, you can send a much-needed message that tells people, “We see you, we care about your wellbeing, and you are valued here.”
This kind of benefit extends assistance to people who might hesitate to pursue individual therapy — which has historically been costly and difficult to access. And the pandemic has only made it worse. For example, at the height of the Covid outbreak, the U.S. average wait time to see a therapist ranged from 29-66 days.
The Benefits of Group Support
Multiple studies underscore how support group participation leads to improved employee mental health and job performance. In fact, our own research found that when employees attended group sessions, 50% became more productive and 100% experienced improved attitude and outlook.
Why are these results so striking? When employees have access to a clinically-backed support group program, their social connectedness and mood tend to improve. This, in turn, alleviates depression and anxiety. And group support not only helps reduce anxiety and stress. It can also play a central role in preventive care strategies designed to avoid employee burnout.
Why Group Support Helps
Depression and anxiety can fuel feelings of isolation and loneliness – two key reasons why people seek group support in their personal lives. Providing a safe space where employees discuss meaningful issues and concerns can increase their positive feelings about work and improve overall job satisfaction.
Because group support encourages dialogue among people with different perspectives, it can help participants build trust, empathy and openness that carries over into the workplace. However, it’s important not to require colleagues to join the same group. Also, it’s important to respect participants’ privacy by preserving their anonymity.
While the benefits of peer counseling are well known, new studies demonstrate how digital group support can extend mental health services access to more diverse populations. For example, some people have limited mobility or are located in rural communities where trained mental health providers aren’t unavailable.
Video-based group support is an excellent alternative, because it is affordable and accessible online from nearly anywhere on any digital device. This encourages connections and therapeutic conversations without requiring participants to wait for weeks or travel long distances.
Tips to Improve Group Support
When offering this kind of mental health benefit to your employees, keep this advice in mind:
1. Emphasize Voluntary Participation
Everyone comes to the table with a unique background and point of view. This is why the group model can be a particularly powerful tool. So, although encouraging individuals to take advantage of this benefit can be helpful, avoid pressuring anyone or threatening them with repercussions. The goal is to destigmatize mental health and make pathways to wellbeing more accessible and affordable.
2. Prepare to Overcome Fears
Group support is a highly misunderstood term. Too often, people associate group settings only with treatment centers. In the workplace, many people who need support fear they’ll be perceived as “weak” and their careers will be damaged if they join a group. For anyone concerned about this, you can share positive use case data demonstrating how helpful and healing group support can be. Employers can leverage this information as a reference tool and assure concerned employees that their identity will be protected.
3. Insist on Anonymity
Video-based group support should provide access to online sessions on any day and time that works best for each member, while also protecting their identity. Solutions like Sesh, which is 100% HIPAA-compliant, let every user select a pseudonym. Individual data is never shared, and employees are notified when anyone within the same organization registers for their group.
I discovered the value of group sessions while in treatment for an eating disorder. Being part of a group was the catalyst that catapulted my recovery to the next level. This experience led me to launch Sesh.
Typically, therapist-led support is difficult to access, difficult to pay for and designed for monolithic audiences. That’s why I’m committed to extending therapist-led group support to people from all communities, circumstances and identities.
With an affordable, accessible group support experience through their employer, people can finally receive the high-quality mental health support they need and deserve. This helps individuals cope with challenging personal issues, while helping businesses create a more harmonious, productive workplace. And in the process, it may also silence quiet quitting. That is my hope.