At a time when HR professionals and employers are facing challenges such as layoffs, quiet quitting and a potential recession, putting a check on employees' sarcasm, or the snarky tone of an email, may not seem like a top priority — but it should be.
A recent survey of 2,000 workers by Go1 revealed a troubling trend: 70% of those surveyed said they experience passive-aggressive behavior in the workplace, with 64% saying they witness it at least once a week. A new issue? No, but the scope has changed.
Here's why employer intervention matters: The results of the survey indicate that passive- aggressive behavior often stems from stress or lack of communication, and is becoming more commonplace. Employees are seeking a change. The solution is soft skills
"When passive aggression becomes an amplified issue in the workspace, it has a huge impact on the company culture as a whole," says Loughnan. "The more it permeates through the whole team, the worse it will be. People are working to pay the bills and provide for their families; if they feel their position is compromised by the virtue of these behaviors, then that can be incredibly toxic."
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Apart from affecting company
Passive aggressiveness comes in many forms. Sarcasm is the most observed of these behaviors, noted by 76% of entry-level employees. Sixty percent of senior management points to talking behind the backs of others as an issue, while 55% of executive management identifies "friendly reminders" as a negative trend. A few other behaviors observed were complaints and resentment, silent treatment, and dishonesty. Almost half of these behaviors are most likely to occur face-to-face, however, 41% said it's also likely to occur through email or other online platforms. More than two-thirds (68%) of respondents admitted to using these behaviors themselves.
"No longer does it have to be a direct conversation while passing someone in a corridor in the office," says Loughnan. "There are so many more communication tools available, and that's where a lot of our younger generation feels comfortable expressing themselves. If they don't have the soft skills to have a face-to-face conversation about existing issues, it can make things ten times worse."
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In order to address passive-aggressive behaviors in the workplace, employees need
"This is an opportunity for employers," Loughnan emphasizes. "Soft skills are never taught formally to anyone; they're just assumed to exist. Once they do exist, they're not worked on. They need to be continually nurtured — you're not one and done — people need to keep practicing and refining. The recruitment and onboarding processes are very important, but also reinforcing the message through practice and behaviors thereafter is essential. If people are better equipped with soft skills, it can help solve the problem before it begins."
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Loughnan encourages employers to seek multiple methods of soft skills training. The opportunities to seek out different types of training, both remote and in person, can make this education process much more impactful. Employee engagement methods such as surveys and questionnaires can be used to identify what kind of training will be most impactful for employees.
"One size does not fit all," she says. "One course will resonate with one person, and another with the next. Having to work collaboratively means coming across different personalities and habits that are not familiar, and knowing how to respond appropriately is critical. If you can't do that, then you can't get the most of your team, and you can't have a successful and happy workplace."
The fact that employees are making the effort to bring this issue to light speaks loudly about its importance.
"Things are getting better in the workplace," Loughnan says. "There is a really strong cultural framework and I think that is more appreciated than it has ever been and people are getting comfortable with saying, 'No, I don't want this to be a part of my team.'"
