Flexible work, company culture and quiet quitting: A Q&A with Aleksandra Sulimko

The ‘quiet quitting’ trend has gained lots of attention over the past six months. We know what it is, but how do we address the employees who are participating in this trend? Many industry thought leaders have suggested better benefits, more time off, or even shorter work weeks. Aleksandra Sulimko, CHRO at TheSoul Publishing, a leading digital content publisher, believes the key to reengaging employees is through asynchronous communication and a culture built on transparency.

How does asynchronous communication and a no meetings policy help with engagement? Can you tell us what you’ve learned with implementing these practices?

Having a no meetings policy and using asynchronous communication supports employee engagement by giving workers more autonomy over how and when they work. Today’s employees expect more from their employers and managers, and believe that trust is imperative to a good working relationship. These policies show employees that companies trust them – both to get their work done without micromanagement or consistent check-ins and also to ask questions if needed without a formalized setting in which to do so.

In addition, no meetings policies and asynchronous communication allow people to make sure they are optimizing their time when working. Some people are most creative in the morning, while others are night owls. If a meeting is scheduled during someone’s peak period of creativity or productivity, they will not give their best performance on individualized work. Removing meetings and the stress of real-time messaging and calls enables workers to set their own schedules for work and achieve their highest levels of efficiency.

At TheSoul Publishing, we’ve learned that employing these practices works incredibly well. Our employees are happy, output is strong, and people are forging more natural connections with coworkers than they would through forced meetings. We’ve seen great benefits and believe this has been one of the key ingredients to our continued growth and success.

Do you think Silicon Valley is the best example to follow when companies are building return-to-work plans? What should they do?

I do not believe that Silicon Valley is the best example to follow when creating a return-to-work plan, mainly because of their inconsistencies in messaging regarding remote work. During the height of the pandemic – and in the months immediately following – Silicon Valley companies were outspoken in their support of flexible work, but now have since changed their tunes and are pushing for strict return-to-work policies with mandated office attendance. This is pushing workers – many of whom relocated or became accustomed to the flexibility – to have to make a choice between returning to work and being dissatisfied or leaving their roles.

Companies who have been consistent in their office-related plans – whether that was always promoting office work or maintaining flexibility fully – will earn more respect from employees as it’s clear that leadership at those companies is consistent on how they believe their business can best operate.

What is quiet quitting? Do you have ideas for how to prevent it and/or understand when it is happening?

Quiet quitting can be used to describe a phenomenon in which employees perform the minimum tasks necessary for their job and then leave the office (or their computer) when the workday ends. People who do this are not “bad” or “lazy.” Every disengaged employee has a story, and it could be the result of any number of elements – from feeling undervalued to underappreciated.

To create a workplace where employees are committed – and reduce “quiet quitting” – company leaders must foster a culture built on transparency and respect so that employees can feel safe voicing their opinions and feel appreciated and valued for what they contribute each day.

How do you think a company can effectively build a culture based on transparency?

Culture often comes from the top-down, so to build a culture based on transparency, leaders must practice what they preach. By being open with their staff – and encouraging managers across levels and departments to do the same – companies can effectively build the culture they want.

Are there benefits to maintaining a fully remote work policy? What are they?

The two key benefits of remote work that we’ve identified at TheSoul Publishing are a better work/life balance and the elimination of a draining commute.

When it comes to work/life balance, people with the option to work from home have been shown to be more productive and less prone to burnout because it allows them to balance work with other commitments like getting their children to school and exercising.

A long commute can be draining, which can impact productivity and happiness as a result. Also, the costs and stress of travel can take a toll on workers, whereas a remote option allows them to spend the time they would be commuting, working or investing in themselves.