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Forbes
10-06-2025
- Business
- Forbes
Strategic Withdrawal Vs. Checking Out
Jonathan H. Westover, PhD // Founder and CEO, Human Capital Innovations // Chief Academic & Learning Officer, HCI Academy. Throughout my consulting career, I've observed a concerning pattern: In their quest to make work more tolerable, many professionals inadvertently make it less meaningful. I have found there to be a critical distinction between avoidance-oriented job crafting and escape-oriented disengagement, which has significant implications for employee engagement and organizational performance. While they may appear similar on the surface, these behaviors stem from different motivations and lead to markedly different outcomes. By understanding this nuanced relationship, leaders and HR professionals can develop more effective interventions that address the underlying causes of disengagement rather than merely treating its symptoms. Job crafting is the physical and cognitive changes individuals make to tasks or relational boundaries of their work. This pioneering research of Wrzesniewski and Dutton recognized that employees aren't passive recipients of job design but active shapers of their work experience. The concept has continued to evolve to encompass a variety of dimensions, such as being viewed through the lens of job demands-resources theory. In my work with healthcare professionals, I have found that understanding job crafting as a multidimensional construct is essential. Job crafting isn't simply "good" or "bad"—its impact depends on how and why it's employed. This nuance becomes particularly important when examining avoidant forms of job crafting. Research has identified several key dimensions of job crafting: • Increasing structural job resources (seeking opportunities for development) • Increasing social job resources (seeking feedback or coaching) • Increasing challenging job demands (initiating new projects) • Decreasing hindering job demands (reducing emotional or cognitive strain) This final dimension—decreasing hindering demands—is where avoidant job crafting typically manifests, though not all demand-reduction behaviors are inherently avoidant. Avoidant job crafting refers to behaviors aimed at reducing aspects of work that employees find aversive, threatening or excessively demanding. Unlike approach-oriented crafting (which adds positive elements to work), avoidant crafting focuses on minimizing negative elements. In my work with technology companies, I've documented several common avoidant crafting behaviors: • Reducing interaction with difficult colleagues or clients • Delegating emotionally taxing tasks • Creating procedural barriers that limit exposure to stressful situations • Narrowing job scope to focus on less challenging responsibilities • Restructuring workflows to minimize cognitive load These behaviors aren't inherently problematic—indeed, they can be adaptive responses to genuinely hindering demands. The critical distinction lies in the intent behind these behaviors and whether they represent strategic boundary management or the beginning of psychological withdrawal. Research has distinguished between avoidance-oriented crafting aimed at self-protection versus avoidance behavior stemming from disengagement. The former represents a calculated effort to preserve resources and maintain functioning; the latter reflects giving up. Work disengagement represents a psychological state characterized by emotional, cognitive and behavioral withdrawal from work roles. Kahn, who pioneered engagement research, described disengagement as the "uncoupling of selves from work roles," resulting in passive, incomplete role performances. Disengagement exists on a continuum, from mild detachment to complete psychological withdrawal. Research suggests disengagement isn't simply the absence of engagement but a distinct psychological state with its own antecedents and consequences. Escape-oriented behaviors differ fundamentally from avoidant job crafting. While both involve reducing certain aspects of work, escape behaviors are: • Reactive rather than strategic • Motivated by withdrawal rather than preservation • Lacking in compensatory engagement elsewhere • Characterized by psychological resignation rather than adaptation In my consulting work with financial institutions, I observed employees who superficially displayed similar behaviors—reducing meeting attendance, limiting client interaction—but with profoundly different motivations and outcomes. Those engaged in strategic avoidant crafting redirected energy to value-adding activities; those exhibiting escape behaviors simply withdrew without compensatory engagement. The key distinction between avoidant job crafting and escape-oriented disengagement lies in motivation. Recent research found that avoidant crafting is often preventive—aimed at preserving resources and preventing burnout—while escape behaviors are primarily defensive and withdrawal-oriented. In my own research interviews, employees engaging in avoidant crafting consistently expressed motivation to optimize their work experience, while those experiencing disengagement described motivation to minimize their work presence entirely. This distinction in intent produces markedly different outcomes. The consequences of avoidant job crafting versus escape-oriented disengagement differ significantly: Avoidant job crafting potential outcomes: • Can preserve mental health and prevent burnout • May lead to increased engagement in preferred work aspects • Often results in sustainable performance maintenance • Typically maintains professional identity and meaning Escape-oriented disengagement potential outcomes: • Associated with decreased overall well-being • Leads to diminished performance across all work domains • Results in reduced organizational commitment • Often precipitates turnover intentions Distinguishing strategic avoidant crafting from disengagement requires attention to both behaviors and motivations. Based on my consulting experience, I recommend assessing: • Whether the reduction in certain activities corresponds with increased investment elsewhere • The employee's articulated rationale for behavioral changes • Whether performance on core metrics remains stable • The presence of continued discretionary effort • Whether professional relationships remain intact Organizations can encourage adaptive forms of avoidant crafting while minimizing risks of disengagement through: • Creating psychological safety: Psychological safety allows employees to engage in appropriate boundary-setting without fear of repercussion. • Developing crafting competence: In my work with pharmaceutical research teams, crafting workshops that explicitly taught strategic avoidance techniques (alongside approach-oriented strategies) resulted in higher engagement scores compared to control groups. • Encouraging collaborative crafting: When teams craft together, individual avoidance behaviors remain visible and accountable. • Addressing underlying issues: Often, excessive avoidant crafting signals legitimate organizational problems. My work with university faculty revealed that increasing administrative demands drove avoidant crafting; addressing these root causes proved more effective than targeting the crafting behaviors themselves. Understanding avoidant job crafting versus escape-oriented disengagement is crucial for today's leaders. As work intensifies, employees naturally adapt to manage demands. Rather than universally discouraging or ignoring avoidant behaviors, organizations should recognize underlying motivations and create environments where such strategies become sustainable adaptations rather than paths to disengagement. By acknowledging that "avoidance" differs from "escape," I have found that leaders can foster workplaces where employees modify roles positively, sustaining both engagement and performance in our increasingly autonomous work environment. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Forbes
01-05-2025
- Business
- Forbes
Why Organizations Need To Take Notice Of Gen-Z's Career Expectations
Jonathan H. Westover, PhD // Founder and CEO, Human Capital Innovations // Chief Academic & Learning Officer, HCI Academy. getty The old-school linear career path just doesn't seem to be cutting it for younger workers anymore. That's why they are pioneering a whole new approach—"micro-retirement." Unlike previous generations who often stayed with one employer for decades, they are taking a more dynamic, customized path. Wanting greater control over their careers and to avoid the burnout that's plagued so many older workers, micro-retirement is allowing them to take intentional breaks to pursue personal interests, travel, learn new skills or simply recharge. As a professor, I have always been deeply passionate about my work, but over the years, I found myself starting to feel a bit burned out. The constant grind of teaching, research and administrative duties can take a toll. While a bit different from the Gen-Z version of micro-retirement, I have personally experienced two separate sabbaticals, where I was able to completely disconnect from university work and focus on my personal projects, interests and well-being. I found both sabbaticals to be incredibly rejuvenating! When I returned to campus, I felt refreshed and inspired. I found that I was approaching my teaching and research with a newfound energy and enthusiasm. The time away had given me the chance to reflect on my priorities and rediscover my passion for the work. Though I am admittedly a bit older than Gen-Zers, this micro-retirement model has been a game changer for me. The Gen-Z Mindset: Prioritizing Flexibility And Work-Life Balance Gen-Z is already feeling burned out, with many young professionals feeling immense pressure to constantly be "on" and productive. Unlike previous generations who may have been more willing to sacrifice personal time for the sake of career advancement, Gen-Z places a high value on work-life balance and personal fulfillment. Research has shown that 76% of Gen-Z workers "prioritized work-life balance over pay." This mindset shift is a key driver behind the rise of micro-retirement, as Gen-Z seeks to proactively manage their energy and avoid the negative impacts of chronic stress and overwork. In addition to work-life balance, Gen-Z also places a high value on flexibility and autonomy in their careers. A recent study found that 75% of Gen-Z workers prefer a flexible work arrangement. The ability to shape their own career paths and take ownership of their professional development is a key priority for this generation. Micro-retirement aligns well with this desire for flexibility, as it enables Gen-Z professionals to temporarily step away from their full-time roles to pursue other interests or experiences without sacrificing their long-term career progression. The Benefits Of Micro-Retirement Beyond the obvious appeal of increased work-life balance and flexibility, micro-retirement can also provide a range of tangible benefits for both individuals and the organizations that employ them. • Improved Mental Health And Reduced Burnout: Research has shown that taking regular breaks from work can significantly reduce the risk of burnout and improve overall mental health and well-being. By stepping away from the demands of their day-to-day roles, micro-retirees have the opportunity to engage in self-care activities, pursue hobbies and recharge their mental and physical batteries. • Enhanced Skill Development And Professional Growth: Micro-retirement periods can also serve as valuable opportunities for professional development and skill-building. Many have pointed out that employees who engage in learning initiatives or volunteer work tend to experience greater levels of job satisfaction and career advancement. By using their micro-retirement time to learn new skills, take online courses or even start a side business, Gen-Z professionals can expand their capabilities and become more valuable assets to their employers. • Increased Loyalty And Retention: Surprisingly, micro-retirement can actually enhance employee loyalty and retention. By demonstrating trust and flexibility in allowing their employees to take these short breaks, organizations can foster a stronger sense of commitment and appreciation among their Gen-Z workforce. Practical Implications For Organizations As the micro-retirement trend continues to grow among Gen-Z, organizations across all industries will need to adapt their policies and practices to remain competitive in attracting and retaining this talented cohort. Here are some key strategies to consider: • Develop flexible time-off policies. Organizations should consider implementing formal micro-retirement policies that allow employees to take short, paid breaks from work (typically 2-4 weeks) on a regular basis (e.g., every 12-18 months). These policies should be designed to provide a clear framework for requesting and approving micro-retirement time, ensuring fairness and consistency across the organization. • Encourage skill-building and personal growth. Rather than viewing micro-retirement as simply time off, organizations should encourage employees to use this period to engage in professional development activities (e.g., online courses, volunteer work, side projects). By supporting and incentivizing skill-building during these breaks, employers can ensure that micro-retirees return to their roles with enhanced capabilities that benefit the organization. • Foster a culture of work-life balance. To fully embrace the micro-retirement trend, organizations must cultivate a culture that values work-life balance and personal fulfillment. This could involve modeling healthy work habits from the top down, celebrating employees who take advantage of micro-retirement opportunities and providing resources and support for mental health and wellness. • Leverage micro-retirement as a retention tool. Organizations can also position micro-retirement as a unique employee benefit to attract and retain top Gen-Z talent. By offering this perk, along with other flexible work arrangements, companies can differentiate themselves in a highly competitive talent market and demonstrate their commitment to supporting the evolving career needs of younger professionals. Conclusion The rise of "micro-retirement" among Gen-Zers signals a clear shift in their career priorities and expectations. They want greater workplace flexibility, improved work-life balance and robust development opportunities—must-haves when evaluating employers. To attract and retain top Gen-Z talent, organizations need to adapt their policies and cultures accordingly. Forward-thinking organizations that cater to our priorities will be positioned for success. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
