Rendezvous with Yuvaraj Srivastava, Group CHRO, MakeMyTrip on Quiet Quitting
Yuvaraj is the Group CHRO with MakeMyTrip which owns 3 most significant Travel Tech brands of India viz MakeMyTrip, GoIbibo, and RedBus. He also leads MakeMyTrip Foundation (CSR arm of MakeMyTrip Group) and drives social agenda of the organisation.
In his career, he has held various HR leadership roles and contributed in entire spectrum of Human Resource function. Prior to joining MakeMyTrip in 2014, he served with Asian Paints, The Oberoi Group of Hotels, and PepsiCo India.
Before transitioning to corporate world in 1997 he served with Indian Armed forces for 6 years and participated in various counter-insurgency operations in J&K Sector.
Yuvaraj is a graduate in Industrial psychology from University of Allahabad and MBA in HR from IMT Ghaziabad.
He is President of NHRD Network Delhi NCR chapter, Member Advisory Panel of CBFC Govt of India, Member of HR Committee of FICCI, Member of ETHRWorld Advisory Council besides advisory member of various other institutions and bodies.
What is quiet quitting and how do you see the trend toward quiet quitting in India?
Quiet quitting always existed in every industry and organisations. I do recall, In the early 2000s, Gallup defined engagement and satisfaction in one of its studies and article. it said that satisfied employees come to for stipulated time and do what their role demands whereas engaged employees stretch themselves and look forward to adding value to their role beyond the brief.
Hence, organizations need to distinguish between engaged employees and satisfied employees and make constant efforts to convert satisfied employees into engaged ones.
Quiet quitting means people are working in the organization but they are unsure about their terms of association with the firm and are in the stage of looking for avenues outside the organization. Quiet quitters are a set of people who are on the hunt for better opportunities and are distracted. It is not a new phenomenon and HR needs to be aware of signs of Quiet quitting in their outfit.
Further, 5-6% Quiet quitting is not a large percentage but it may increase exponentially as negativity spreads faster than positivity.
What are the reasons for Quiet quitting?
Some important issues that might be propelling this whole Quiet Quitting phenomenon can be due to;
- Mindset transition going on due to the shift from work-from-home to work-from-office.
- Indian economy offers huge opportunities for people of different skill sets, there is a huge market for all skill sets right from Business Development, Sales, HR, finance, or Customer Service, not to talk about digital and technology skills which are already seeing a boom.
- Expectations of growth also is a reason for Quiet quitting since new generation wants faster growth and many times, the lens of the organization in terms of growth does not match the lens of individuals. Individuals with high potential want quick growth and that may result in an unsettled and disengaged mindset resulting in Quiet quitting.
How can HR professionals deal with quiet quitting and engage employees?
Being in HR for almost 25 years in the corporate world, I have realized there is no substitute for connecting with people. Further, there is a need for revamping or relooking at the people processes on a continuous basis.
Also, it is important to realise that nowadays one solution does not fit for all hence customized approaches for different cohorts or sets of people need to be devised and implemented.
It is critical to create career ladders for every individual as per their pace, aspiration, and competence.
Personalized solutions through un-building the policies should be adopted. there should be an HR policy to support the employee beyond the barriers and have flex policies so that every individual is benefitted.
Further, business talk or communication about the current situation of the company to every employee brings huge connections. It provides awareness and satisfaction to the employees.
So overall, these things are highly important to address quiet quitting i.e.:
- Connecting and hearing employees
- Ensuring their learning and growth
- Addressing employees’ problems and having flexible policies to suit their needs.
- Communication about the business realities the organization to everyone and how they are contributing the same.
What are the top 5 HR trends in 2023?
The top 4-5 things that HR should do in 2023 would be:
- It is time to focus on middle managers’ capabilities and concentrate on developing and nurturing the middle managers and their coaching capabilities.
- Consciousness around people cost. In the last couple of years, downsizing has happened which has passed mixed messages around the ability to manage cost. It is important to realize the impact of downsizing on families and be careful about the manpower costs in long run.
- Releasing control of human resources and empowerment of people through flexible policies.
- Flexibility at workplace without adversely impacting productivity is highly important. Organizations should identify areas to provide flexibility to employees.
- Building capability on talent acquisition front is of strategic importance since it requires highly specialised skills to onboard high-quality talent.