The Silent Workplace Crises, Why Employees Are Mentally Switching Off #WorkplaceCrisis#CareerGrowth

Why are so many employees mentally checking out of their jobs?

In this episode of Better Than Yesterday, Sunil Gera explores the silent workplace crisis that is affecting professionals across industries—where employees are physically present but mentally disengaged.

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Podcast: Better Than yesterday by Sunil Gera
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#WorkplaceCrisis #EmployeeBurnout #CareerGrowth #QuietQuitting
#WorkStress #JobMotivation #ProfessionalGrowth #FutureOfWork
#SelfImprovement #WorkLifeBalance #CareerAdvice #BetterThanYesterday

Hi, I’m Sunil Mohan Gera.
I’m passionate about exploring ideas that help people live better — whether it’s through financial freedom, personal growth, health, or lifestyle choices. On Better Than Yesterday, I share insights, stories, and practical tips to inspire you to grow every day and create the life you want.

Transcript

SPEAKER_00 0:00

I'm Sunil Deera here, back on my channel, better than yesterday. Today's subject is the silent workplace crisis. Why so many employees are mentally switching off? Suppose you are sitting in an office, the events are coming, the meetings are lined up, the schedules are fixed. However, you are mentally switched off. You are passive, you are not really involved, you are not really bothered about the final outcomes, just carrying on. It's just like doing things in a very passive, I would say sad manner. That is the story of millions of employees all over the world. This is called disengagement. Disengagement doesn't mean a person having lack of knowledge, a person being useless for the organization, a person doesn't care about things happening this way or that way. But as my 20 to 25 percent people are really involved in meetings and the growth of the company, where they're working, or with outcomes. However, 75% people really do not care. There are three types of people. First, who are involved, who are proactive, who take decisions, who take the organization forward. Second type, silently disengaged. The third type, they are negative, they speak about the organization in a negative way, they discourage their peers, their subordinates, they give vent to their feelings quite openly. But the real dangers are the second type who are passively working or disengaged. Let me give you some examples. Let's take in India in companies like Infosys, TCS, thousands of employees are taken every year. There are many who do tick jobs such as coding, who take care of the calls to the customers at night for USA shift. There are these types who are not learning anything new, who are being dragged month after month with routine tasks. Same thing happened after COVID. The productivity of employees dropped in countries like Microsoft. What happened? They started doing what is the minimum requirement. They wouldn't do anything more than that. They knew that they don't have to burn out to give that nobody cares about them. Nobody gives appreciation. They would mass layouts also. So I would ask how the employees can do better. The employees should be proactive, should be involved, should learn new things, have possibly portfolio career. They should not stop learning because, as per me, when the learning stops, their engagement stops. I remember when we went for some courses in our sales career, when we were taught various aspects including motivation, working capital, fixed cost, variable cost, profits, net profits. What brings profits to the organization? What bleeds the organization? And after learning new things, we came back and applied our new knowledge into our job. Because when something is recognized, when there's appreciation, when there's new learning, our mind releases dopamine, which makes us passionate, involved, happy, and we automatically perform very well. Our productivity goes, we don't feel tired when we work sometimes 10 hours past, and we are as fresh as the time when we are just come from home in the morning. When there's burnout, it has a very negative effect on people. It also causes mental issues. So this is something which employees can get. The salary rise is motivation, but the positive motivation is appreciation of good work. Those employees who get appreciated for bringing in contribution, and that appreciation is genuine. It has far-reaching effect. I'm not saying appreciate as a judgment, as Carol Mack has mentioned in a book mindset. The appreciation is for particular contribution which the employer has made. Suppose somebody has got two big orders, and those orders have withdrawn because of his innovative effort. Definitely it deserves appreciation. But passing judgment is not helpful. So I come back to my title, The Sion Workplace Crisis Disengagement. Second point about employers, what they could do is to give opportunity for growth. They should work out methods how they could keep their employees motivated. In good organization, there's a rotation of responsibilities. Somebody is doing a four nation manager's job today, could be motivated and helped to do marketing job after a few months. Somebody who's doing very well in service could be to do sales and survey. Somebody who is taking care of juniors, the complete branch, doing marketing research, could be promoted to the position of regional manager. So by having various innovative ways, by providing increment, increasing benefits, by rotation, by sending for good courses, the organization keep their employees productive and they in turn lead the organization to growth. So things are very connected. To help change the organization. This is my podcast. If you have liked it, please recommend it to your friends, to your relatives, and new topics, and I'm sure they will bring value to you and to your friends. Please press the subscribe button. I'll see you soon. Thanks very much.