You’re trudging towards another day at the office, eyes down, shoulders slumped. You’d rather be on the beach. Or on the sofa in your pants. Or on a job search site. Anywhere but here. But you drag yourself in because you can’t risk the pay cheque, the security, the next promotion, blah blah … bleurgh. It all feels overwhelming, and it seems like there’s no escape, leading to yet another decade of this monotonous routine. There’s a name for this feeling - resenteeism.
Table of Contents
- What is resenteeism, and why is it on the rise?
- How is it different from quiet quitting or presenteeism?
- What causes resenteeism?
- How to spot the signs
- Why is resenteeism a problem?
- Let them rest: the case for time off
- Other ways to combat resenteeism
- Flexible working
- Final thoughts: don’t overlook the disengaged!
What is resenteeism, and why is it on the rise?
Resenteeism is the term for when you show up for work in body while your spirit is firmly elsewhere. It happens when workers feel undervalued, overworked or burnt out. It’s no fun for that struggling employee or the team affected. Staff on autopilot can damage productivity, creativity and morale for a whole organisation.
Resenteeism is on the rise due to aforementioned burnout, cost of living pressures and job market uncertainty, leaving many feeling that they lack better opportunities. The simple answer would be to find a new job, right? But the fear of being 'last in, first out' is a risk few are willing to take. As a result, many stay put and whether rightly or wrongly, the resentment grows.
How is it different from quiet quitting or presenteeism?
Okay, HR topics can descend into a bit of a buzzword soup, but these terms do highlight some real issues - so just to recap:
- Absenteeism - regularly not turning up to work.
- Presenteeism - showing up to work to show willing, despite being unwell, maybe even feeling close to death’s door.
- Quiet quitting - millennial trend of turning up to work (gee, thanks!) but doing the bare minimum.
- Resenteeism - coming to work, but feeling dissatisfied and disengaged while you’re there.
There’s some evidence that this last phenomenon is on the rise, as younger employees have the highest job dissatisfaction of all age groups.
Maybe it’s the result of post-pandemic fatigue; we got a taste for not slogging to the office every day. Or it could be the rising cost of living nibbling away at our paychecks and making those long hours seem more like time in a hamster wheel than ever. And economic instability means people can be scared to risk leaving a job, even one they hate.
Whatever the reason, it’s a headache for employers. We all want happy, engaged people, not resentful, grumpy ones. It hurts productivity and work quality and can cause tensions between colleagues.
And if a resentful employee ends up moving on to another job, that increases staff turnover and training costs.
Employers can’t wave a magic wand to make their team happy and fulfilled. But there are some practical steps you can take to spot the signs and deal with them. There are also systems you can put in place to prevent the problem before it happens.
What causes resenteeism?
The causes of employee dissatisfaction can be complex, but let’s run through some common emotions we’ve all felt at some point.
“I should have been promoted by now.”
- Frustration over lack of career progression, or a feeling that efforts aren’t being recognised.
“They don’t seem to realise I need a life outside work.”
- Overworking, long hours and high workloads can lead to increased stress and burnout. A worker who enjoyed their job before can become disengaged if work takes over their life
“I don’t fit in here.”
- When your personal values don’t align with company culture, the result can be employee disengagement and bad feeling. This might be over issues such as what hours people are expected to work, or how a company prioritises mental health, or treats its staff.
“They don’t listen to anything we say.”
- Whether it’s a great idea or a complaint, when we feel like no one listens to us at work, it’s frustrating and makes us feel undervalued.
“Management don’t know what they’re doing.”
- There are many ways that poor management can lead to unhappy employees. Unfair workloads, unrealistic expectations or not handling team tensions can make people resentful.
Whatever the causes of resentment at work, the emotional toll can be significant. When we feel frustrated, ignored or overworked, our stress levels rise. The emotional results can be anxiety, disengagement, anger and even depression.
How to spot the signs
None of us hold a neon sign over our head announcing our inner feelings. Many of the behaviours associated with resenteeism can be subtle, and easily slip under the radar in a busy environment.
But being aware of common signs can give you the chance to find solutions before an employee completely checks out, or hands in their notice.
Some behaviours associated with this state of mind include:
- Not engaging fully in meetings or discussions. Look out for people not joining conversations, not offering input, or seeming bored or negative.
- Reluctance to take part in team activities. Listen for excuses and low engagement levels.
- Negativity or cynicism. Look for pessimistic responses and shooting down ideas or plans.
- Drops in performance or enthusiasm. Keep an eye out for changes in work output, lower quality work or reduced energy.
Why is resenteeism a problem?
Going to work and being miserable is no fun for anyone. But beyond the personal impact, it can damage the wider team, impacting:
- team cohesion and morale;
- general productivity and quality of work;
- creativity and innovation;
- staff retention;
- employer reputation.
All of these issues carry a hidden cost for a business. Lower productivity impacts the bottom line. Reduced creativity and innovation can stall problem-solving and growth. And unhappy employees can lead to high staff turnover and problems with recruitment.
Let them rest: the case for time off
Everyone comes to a point in their working life where they just … need … a break. Time off recharges mental batteries, sparks an emotional reset and relieves stress and anxiety. And it can help employees rediscover their passion for their job.
You can support employee wellbeing by encouraging everyone to take proper time off from work. That might be annual leave, a generous mental health day policy, or scheduled breaks after intense projects.
Here are some ways to build a healthy leave culture:
- Actively support staff to take leave when needed, for whatever reason.
- Keep an eye on workloads to avoid burnout.
- Encourage employees to fully disconnect during time off (kill those Slack notifications!)
Remind your team that rest is a productivity tool, not a luxury. Rested employees are more creative, innovative and get more stuff done.
A leave management system that makes requesting leave straightforward can help. This removes snags that may prevent people asking for time off.
Other ways to combat resenteeism
A shift in general company culture can help employees stay engaged at work. This can be achieved through initiatives such as:
- a review of internal communication channels and response expectations;
- putting in a structure for meaningful development and progression opportunities;
- regularly assessing workloads, team structures, and job expectations;
- fostering a culture of appreciation and purpose.
Flexible working
Offering flexible working options can be an effective way to improve workforce motivation. Giving the option to work from home can remove pressures from commuting, team relationships and office distractions.
But be aware that the issue of dissatisfaction with work can still affect employees working from home. They may feel more isolated or unseen, so it’s important to make sure they have the same support and communication channels as those in the workplace.
Final thoughts: don’t overlook the disengaged!
At Leave Dates we’re likely to corner you at a party and rant enthusiastically about the power of good leave management to solve the world’s woes (sorry). But in the case of resenteeism, a flexible leave policy genuinely can help.
It’s a problem that won’t go away on its own. Employers who ignore the issue are taking a financial risk. The key is an open, caring workplace culture, where managers are encouraged to have regular check-ins with their team, and staff feel heard and supported. A system that makes it easy for anyone to take a little time off when they need it can help put the passion back into work.
