Stay alert, stay genuine, and stay engaged: a straightforward guide to understanding why employees quit and what you can do to inspire them to stick around.
The so-called "war for talent" isn’t new. Employers have been grappling with high turnover and disillusioned workers for decades, even before the days of remote work, employers have dealt with “quiet quitting” or the brewing threat of “revenge quitting.” Many leaders still rely on old-school retention tactics, like salary bumps or flashy perks. Yet these quick fixes rarely address the deeper reasons people leave. Underneath all the salary negotiations and office perks, employees are on a personal journey, searching for alignment, growth, trust, and meaningful work.
So, if your workforce feels like a revolving door, it may be time to rethink how you engage, manage, and develop your team. Let’s break down what truly pushes employees to leave, and how you can create an environment that encourages them to stay.
Why People Really Quit
If you ask someone why they left their job, you might get a polite, surface-level answer. Perhaps they wanted a raise, a shorter commute, or a perk their old job didn’t offer. But the real reasons often run deeper:
1. They’re not making the progress they want
According to research, employees often leave because they’re not getting the kind of progress they’re seeking in work and life. This could mean feeling stuck in a dead-end job, craving more control over their responsibilities and schedule, longing for better alignment between their skills and their role, or simply wanting to take the next step in their career.
People join companies hoping to learn, grow, and improve their lives professionally and personally. If your workplace doesn’t support their quests for progress, they’ll look elsewhere.
2. Boredom and burnout
A job that’s too routine, repetitive, or void of challenge leaves employees feeling restless. Add in the risk of burnout, where once-engaged staff end up cynically drained and apathetic, and you’ve got a recipe for high turnover. Monotony, exhaustion, and feeling stunted in their roles push employees to search for more stimulating or sustainable work.
3. Toxic or unsupportive cultures
If your employees don’t trust their managers or feel genuinely valued by the organization, no amount of foosball tables, wellness stipends, or pay raises will make them stay. Disrespectful culture, poor communication, and lack of recognition quickly drive people to the exit. As research shows, feeling disrespected or misaligned with company values is a powerful push factor, while supportive leadership and strong teams are major reasons people join and stay.
4. Rigid policies that don’t fit their lives
The world is more flexible than ever. If companies insist on in-person requirements or fail to offer flexible work arrangements, employees may seek out opportunities with more balance. Currently, employees with remote options or flexible schedules are reluctant to give them up.
5. Building resentment and “revenge quitting”
“Revenge quitting” is the pent-up frustration employees feel when they believe big business has ignored them, their well-being, or their career progression for too long. If you fail to recognize potential or fan the flames of burnout, resentment builds. Eventually, workers walk out; sometimes abruptly, and sometimes as soon as a better offer appears.
How To Keep Employees Engaged And Committed
Stopping employees from leaving isn’t just about throwing money at the problem. It’s about creating a workplace that helps them make real progress in their lives. Here’s how:
1. Dig deeper with “early” interviews
Don’t wait for the exit interview because by then, it’s too late. Talk to employees about their previous roles and what motivated them to leave those jobs. Understand the forces, the pushes and pulls, that guided their last career move.
- What caused them to hit their breaking point?
- What drew them to your company in the first place?
Use these insights to tailor their work experience so it aligns with their career goals and development needs.
2. Design roles that reflect reality and ambition
Traditional job descriptions are often vague, one-size-fits-all lists that fail to capture the role’s true nature. Create descriptions that reflect the actual tasks and experiences employees will have. Show them how their daily work makes an impact on customers, the business, or their own career path. Then, be flexible:
- Could you let a project manager spend a day a week on a special assignment that matches their passion?
- Could you break down roles into smaller pieces so employees can choose work that matches their skills and developmental goals?
3. Collaborate with HR for more meaningful development paths
Partner with human resources (HR) to systematically address their employees’ desire for progress. During onboarding, explain how your organization supports flexible career growth. Encourage regular check-ins focused not just on performance but also personal development and life changes. Consider talent marketplaces or short-term “gig” opportunities within the company. Let employees try different areas of the business, develop new skills, and forge new connections.
4. Empower managers who “get it”
All the policies in the world won’t help if frontline managers undercut them. Since managers are often the single biggest factor in retention, ensure they have training in empathetic communication, feedback, and career coaching. Evaluate leaders not just on key performance indicators (KPIs) or revenue, but on how well they support their team’s growth, flexibility, and well-being.
5. Walk the talk on work-life integration
Offer flexible hours, remote options, and genuine support for personal responsibilities. If you promise a better balance, follow through. Model boundaries from the top: CEOs and executives should show their commitment to employee well-being by taking paid time off (PTO) without guilt and respecting after-hours quiet time.
6. Acknowledge and reward potential
Promote employees who show true leadership potential, not just top performers who aren’t interested in guiding others. Develop mentorship or sponsorship programs so people gain the skills they need for the future. Recognize achievements, big or small, and show appreciation for the unique strengths and contributions everyone brings.
By Helping Employees Win, You Win Too
People don’t leave because of one bad day or a slightly better paycheck elsewhere. They leave because, over time, they realize their current job no longer supports their personal quest for progress. Maybe they’re stuck in a rut, working under a manager who doesn’t value them, or struggling to balance work with personal obligations. Maybe the culture feels toxic, or the company’s priorities feel misaligned with their own.
The key is to act now, not after your best performers have submitted their resignations. Working with a professional employer organization (PEO) like Group Management Services (GMS) can make all the difference. GMS streamlines HR functions, handles administrative complexity, and frees you up to focus on what really matters: building an environment where employees thrive. GMS provides the support you need, whether it’s:
- Guidance on crafting better job descriptions
- Training managers to nurture talent
- Setting up flexible work policies
Ready to empower your workforce and reduce turnover? Contact GMS today. Our comprehensive HR solutions, payroll services, and benefits administration can help you create the kind of workplace where people don’t just join, but stay and excel. Because when your employees flourish, so does your business.