We love a ‘review of the year’ type article and People Management’s From ‘quiet vacationing’ to ‘hushed hybrid’: 13 HR buzzwords of 2024 is no exception. There were a few that piqued our curiosity and so we dug a bit deeper. Up first… ‘Resenteeism’
Resenteeism: What is it and how do you know if you have it?
“Resenteeism isn’t simply a buzzword, it is a helpful description of a phenomenon that has been around since the industrial revolution”
Many years ago, I joined a subsidiary of a global organisation as HR Director. When I arrived, it was clear there was an undercurrent of discontent. It was not always overt but the tell-tale signs were there. Working to rule, fractious Union relations, lots of grumbling and complaining.
Despite good pay, a protected, platinum-plated pension, excellent benefits and good working conditions, our first annual engagement survey was uncomfortable reading and delivered a very negative Employee Net Promoter Score (eNPS).
Yet, we had very low employee turnover for the sector and at a time it was booming. Surely people would be voting with their feet if they were so unhappy?
What we had was a group of people who did not want to be there but they could not leave. They were experiencing ‘Resenteeism’.
What is Resenteeism and why does it happen?
Resenteeism refers to the phenomenon where employees remain in a job despite feeling unfulfilled, undervalued, or resentful toward their work, colleagues, or culture. Unlike disengaged employees who may mentally “check out,” those experiencing resenteeism often continue to perform their duties but harbour growing feelings of dissatisfaction or resentment. It is more subtle than disengagement or even ‘quiet quitting’ and it makes it more difficult for organisations to get to grips with.
There are a number of reasons why resenteeism might emerge. Despite feeling unhappy with their organisation or job, for whatever reasons, people may prioritise job security and stability over their own engagement. One of the reasons resenteeism has come to the fore more recently is due to the pressure and uncertainty the cost-of-living crisis has created.
Another reason is that some may feel trapped because they cannot leave their current job. This was definitely an issue for the organisation I worked for, getting another job that had the same pay and benefits was a challenge for many. They stayed, they fulfilled their duties but they themselves were unfulfilled by work. We had to diagnose the sources of resentment and discontent and build an approach to re-engage and re-energise people.
The recent People Management article refers to resenteeism as a ‘buzzword’, I disagree, I think it is a helpful label for a phenomenon that has probably been around since the Industrial Revolution.
The Impact of Resenteeism
Resenteeism doesn’t just affect individual employees; its ripple effects can impact the broader organisation, it can be and often is, contagious. Some of these impacts include:
- Reduced productivity: Employees experiencing resentment may perform tasks at a minimal standard, leading to a decline in overall productivity.
- Limited innovation: If people are performing to minimal standards, then they are unlikely to look for different, better ways of doing things.
- Emotional contagion: Negative attitudes can spread, creating a toxic environment for others.
- Change resistance: The smallest of organisational changes are met with resistance or apathy undermining change effectiveness.
- Damaged employer brand: Word of mouth and reviews from resentful employees can tarnish an organisation’s image, making it harder to attract top talent.
How to spot and address resenteeism
There are signs that we can pick up on that might suggest we have a resenteeism problem such as:
- Increased cynicism or negativity toward work.
- Reluctance to engage in team activities or contribute beyond basic job requirements.
- Frequent complaints about the workplace without seeking solutions.
- Subtle undermining of team efforts or workplace initiatives.
- Indifference or apathy. I always say, the opposite to love is indifference. When people turn up, go through the motions, it can be because they have become indifferent.
To be able to address resenteeism however, we have to get under the skin of why people are staying and one approach is to carry out a Stay Survey.
A stay survey is more incisive than an engagement survey – it gets to the heart of why people stay and what would lead them to leave. Designed and administered well, a stay survey can help us get specific and scalable insight into why people are staying. When asked why people stay and what do they value, if responses point to more extrinsic motivation factors such as pay, benefits, job security than intrinsic factors, it might well be there is a resenteeism problem.
If we see people say they stay because of factors in their immediate proximity such as their daily job, their team mates or direct manager rather than broader organisational factors such as culture, company vision and values, that could also suggest a resenteeism problem.
In our stay surveys we ask people whether they still plan to be with the company in 12 months’ time. We also dig into whether people have considered leaving and/or have actively looked for a new role in the last 6 months. If people say they will be with the company in 12 months or are unsure but they have considered leaving or actively sought a new job, this might point to resenteeism.
Stay surveys help us understand why people stay but also what frustrates them to understand what might tip someone into making a decision to leave. That insight helps us address those frustrations before they result in people getting to a point where they finally vote with their feet.
Moving Forward
Resenteeism is a silent challenge, often overshadowed by more visible workplace issues. However, by acknowledging its presence and taking proactive steps to address it, both employees and organisations can foster a more harmonious and fulfilling work environment. Creating a workplace where everyone feels valued, heard, and empowered is not just an ideal—it’s a necessity.
When we reflect on the past year, we have seen significant interest in using stay surveys as part of a wider employee listening strategy. To find out more about how we approach stay surveys and the benefits they are bringing organisations, drop us a line at hello@mi-say.com.
Julia Smith, Chief Business Psychologist – MI-Say
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