Workplace Trend 2024: Quiet Hiring – Development Program or Exploitation?

In a recent conversation over dinner, Zelda Lupsita, Program Manager at IBCWE, was approached by a friend overwhelmed by the addition of new projects to their already substantial workload. Their company had recently undergone a reorganization, redistributing tasks and roles among employees. “Your organization might be engaging in quiet hiring,” Zelda explained.

Understanding Quiet Hiring

Quiet hiring, as defined by Emily Rose McRae, Senior Director of Research at Gartner, refers to an organization acquiring new skills without hiring new full-time employees. This strategy is often adopted as a short-term solution during economic slowdowns and competitive talent markets. It involves reallocating existing employees’ responsibilities, facilitating internal role changes, or assigning additional projects.

The Benefits and Challenges

Quiet hiring can offer several advantages, such as reduced recruitment costs and the ability to maintain business continuity during challenging times. Employees may benefit by acquiring new skills and experiences from diverse tasks and projects. However, the success of quiet hiring largely hinges on transparent communication and proper implementation.

Without these, employees might experience increased stress and burnout. The lack of recognition or rewards for additional efforts can lead to frustration and potentially higher turnover rates.

Strategies for Successful Quiet Hiring

For quiet hiring to be beneficial to both the company and its employees, transparency and open communication are essential. If quiet hiring is intended as a development program, leaders must communicate this to their employees. When additional tasks extend beyond the scope of current roles, employees should feel empowered to discuss potential recognition options such as pay raises, bonuses, or extra leave.

Moreover, leaders must consider possible gender biases in the implementation of quiet hiring. Research indicates that women are often less likely to negotiate for themselves, or when they do, women still tend to receive less compensation compared to men. Therefore, leaders should actively work to identify and mitigate any biases during discussions about quiet hiring to ensure equitable opportunities for all employees.

The original article was written by Zelda Lupsita, Program Manager of IBCWE