These employees do the least amount of work they can get away with and try to fly under the radar. They just want to make their money and go home. They tend to be detached from their co-workers and avoid social events unless compulsory.

Nonchalance or apathy tend to supress more positive traits such as concern, excitement, motivation and passion. Negativity becomes the norm.

Some signs of apathy include:

• Lower productivity
• Lower work quality
• Disorganisation
• Wasted time
• Attitude
• Absenteeism
• Presenteeism
• Turnover
• Ignoring customers
• Talking too much about non-work matters
• Taking extended breaks

What causes it?

It could be caused by:

• A part of their personality – there is little employers can do to change this
• Someone or something in the work environment
• Policies and procedures which are ineffective or constantly changing
• Abrasive bosses or co-workers
• Stress

Other major factors include:

• Micromanagement – a consistent pattern of micromanagement tells an employee that you don’t trust their work or their judgement. This can be a major factor in employee disengagement. They may choose to remain at the company, but they may also decide to leave in order to find a more autonomous role.
• A feeling of inescapable punishment – a role in which an employee feels that no suggestion is ever good enough and no answer is ever correct. They feel that their work is futile.
• Lack of progress – When employees get caught up in endless red tape, they may lose motivation or passion for their work. Organisation should avoid restrictive and controlling rules.
• Job insecurity – When employees are working for unstable companies, they may be spending their time looking for other work and spend only a small amount of effort on their current job. The most effective way to tackle this is to communicate, and to create a sense of loyalty and trust. Encourage transparency on both sides.
• Lack of confidence in company leadership – when employees lose faith in where a company is going, they may become apathetic. On the flipside, bosses who inspire confidence are rewarded with a workforce ready to get things done.
• Poor performance management – when people who do mediocre work are rewarded in the same way as those achieving well, the high performers may lose motivation.
• Poor communication – in the absence of information, rumours thrive. Needing to spend large amounts of time getting the information required to fulfil a role can be exhausting and frustrating.
• Unpleasant co-workers – A tightknit, happy team tends to work harder and better.

Why is it important to prevent it?

Employers should always aim to have engaged employees. If nonchalance is not a part of the employee’s personality but caused by the workplace, then it is likely that the employee will eventually leave and find a more satisfying job. 

Employees are also unlikely to put in additional effort unless there is an obvious benefit for them, such as more money. Training a new employee is unlikely to occur for example.

A company is only as strong as its workforce, and nonchalance may prevent the business from being as strong as it might otherwise be.

Nonchalance tends to be reflected in all areas, including both customer service and client retention.

How can you change it?

If it is in someone’s personality not to care about much, then they probably shouldn’t be hired in the first place. But this is not always evident during the hiring process. 

Good quality managers  show an interest in their employees, listening to them when they have concerns, and corresponding with them individually when required. Managers can encourage employees when they ask them about their job and whether the employee feels confident in their ability to perform the job well. Good managers aim to make the best use of their employees’ skills.

It may also help to organise employee social functions and activities during working hours, where employees can relax and mingle.

Allow employees to have some job control.

Acknowledge employee contributions.

Consider providing training to develop or expand their skillset, along with opportunities for advancement.

Have conversations with people who seem to be apathetic. Show that you care and build an awareness around the consequences of such behaviour. Follow up and review their progress.

Ensure that feedback given to staff members isn’t just negative. Aim to provide positive comments as well.

How can employees help themselves?

• They could keep a gratitude journal
• Employees could consider how their life is better due to their current working situation
• They could make a list of things which they like about their job
• Identify their strengths
• They could become more proactive

RESOURCES

http://smallbusiness.chron.com/employee-apathy-12680.html

http://www.forbes.com/sites/work-in-progress/2014/01/20/8-common-causes-of-workplace-demotivation/

http://www.management-issues.com/opinion/3972/a-is-for-apathy/

http://www.managingamericans.com/BlogFeed/Leadership-Teambuilding/Apathy-and-Leadership.htm

http://images.ruceci.com/Pdfs/WTCAYBook.pdf

http://www.businessreviewusa.com/leadership/3826/Is-Employee-Apathy-a-Danger-to-My-Business