15 Reasons Employees Quit (and How to Prevent It)

Reasons why employees quit — and how to address them

Employees quit for many reasons, from in-office personnel issues to out-of-office personal challenges. Here are some common scenarios that drive staff resignations.

1. They’re required to be in the office.

Many employees now expect flexible scheduling, and some even see the traditional 9-to-5 workday as outdated. iHire’s 2024 Talent Retention Report found that nearly 55 percent of employees said they’d be more likely to stay with an employer that offered flextime, allowing them to adjust their start and end times.

Remote and hybrid work are also top priorities. Pew Research Center reports that 75 percent of adults in jobs that can be done from home are working remotely at least some of the time. Nearly half of these workers (46 percent) say they’d be unlikely to stay if their employer eliminated remote options.

Cost and stress play a role, too. Daily commutes and long office hours can wear people down, while hybrid and remote schedules make life easier. It’s no surprise, then, that a 2024 Resume Builder survey found 40 percent of full-time, in-office employees would rather have hybrid (25 percent) or fully remote (15 percent) roles.

How to prevent employees from quitting over in-office requirements: If your industry allows it, consider offering flexible schedules or remote work plans. Smaller businesses can usually roll these out quickly since they face less red tape, while larger companies may need to pilot changes by department before expanding. In general, service-based industries tend to have more flexibility than manufacturing or retail.

2. They hate their boss.

A bad boss can quickly turn a good job into a miserable one. iHire’s 2025 Toxic Workplace Trends Report found that nearly 75 percent of employees have experienced a toxic workplace, with 80 percent pointing to unethical, unsupportive or uncommunicative managers as the main cause.

Other research echoes that finding. According to BambooHR’s 2025 Bad Boss Index, 70 percent of employees say bad bosses are common, and 69 percent would give up working for a prestigious company if it meant having a better manager. More than half of workers (53 percent) say their boss influenced their decision to quit a job, and another 22 percent admit a bad boss has made them seriously consider leaving.

What makes a bad boss? It can take many forms — micromanaging, poor communication, unprofessional behavior, unrealistic demands, hypercriticism or a lack of organization. Whatever the behavior, the result is the same: It poisons company culture and drives great employees away.

How to prevent employees from quitting because of bad bosses: Leadership teams must step in to stop toxic management behaviors. Use surveys to gather candid feedback, learn what employees want from their leaders and promote a company culture built on respect and support. 

Change won’t happen overnight — it often takes six to 12 months to see measurable improvement. Small businesses may face limited training resources, while larger companies have the challenge of shifting deeply ingrained management habits across multiple departments.

3. They feel disengaged.

When employees check out mentally, it hurts more than morale. According to Gallup’s Employee Engagement Survey, lowered employee engagement drags down productivity, retention and even customer satisfaction. Engaged employees, on the other hand, fuel increased productivity, stay with the company longer and contribute to stronger customer loyalty. Gallup has even found that 70 percent of engaged workers report better personal well-being.

Unfortunately, engagement is slipping worldwide. Gallup’s 2025 State of the Global Workplace reports that only 21 percent of employees are engaged, a drop that costs the global economy an estimated $438 billion in lost productivity. Employers are noticing too: iHire’s 2024 Talent Retention Report (cited above) found that more than one in four U.S. companies have seen declining employee engagement, which leads to increased workplace absenteeism and higher turnover.

How to prevent employees from quitting because of disengagement: To increase employee engagement, keep team members connected to their work and your mission. Encourage open communication, support health and well-being and make recognition a regular part of your culture. Growth opportunities matter too — employees want to see a path forward, not just a paycheck.

One useful tool is Gallup’s Q12 Employee Engagement framework, which measures employee needs across four levels: basic clarity and resources, individual contribution, teamwork and growth. The survey’s 12 questions — from “I know what is expected of me at work” to “I have opportunities to learn and grow” — help leaders identify where engagement is strong and where it needs attention.

4. They feel undervalued.

No one wants their hard work to go unnoticed, especially when they’re putting in extra hours or taking on more than their fair share. iHire’s Talent Retention Report found that more than half of employees (53 percent) said meaningful recognition is critical to keeping them in their jobs. But when employees feel unappreciated, they’re likely to look elsewhere. 

Other research backs this up. According to Software Finder’s “Revenge Quitting” study, the top frustrations that push employees to leave include feeling undervalued (34 percent) and not being recognized or appreciated (27 percent). When employees consistently feel unseen and unappreciated, the combination of low recognition and heavy workloads eventually drives them to seek opportunities elsewhere.

How to prevent employees from quitting because they feel undervalued: Recognition doesn’t have to be complicated. Consider creating a formal program that includes employee bonuses, rewards and public shout-outs for a job well done, but don’t overlook the power of everyday appreciation. Encourage managers to give regular and even informal feedback so employees know their efforts matter. And remember, compensation is part of the picture — competitive pay and bonuses go a long way toward showing employees that you value what they bring to the table.

5. There’s no opportunity for advancement.

Most professionals accept a role with the expectation that they’ll be able to grow within the company. When promotions and new challenges never materialize, employees can feel stuck and underutilized. iHire’s Talent Retention Report found that nearly one in five employees (18 percent) left a job due to a lack of professional development, and 15 percent left because of limited growth opportunities. Similarly, Software Finder’s research showed that one-third of employees cited being overlooked for career advancement as a major frustration that pushed them to quit.

People want to do meaningful work that challenges and excites them. When their role feels stagnant, they’ll start looking for new opportunities elsewhere.

How to prevent employees from quitting due to stalled growth: Employees want to see a future with your company. According to iHire, more than 60 percent of workers said they want more opportunities for professional development, and 56 percent want clear promotion paths. You can meet those needs by offering training, promoting from within and keeping open conversations about career paths and expectations.

Note that helping employees grow can look different in different industries. For example, tech companies often build dual tracks — technical and management — so high performers can grow without leaving their specialty. Similarly, healthcare organizations may emphasize continuing education and credentials, while manufacturers can focus on cross-training and certifications that help employees expand their skill sets.

6. They’re stressed or overworked.

Stress has become a major workplace issue. Gallup’s 2025 State of the Global Workplace (cited above) found that 40 percent of employees worldwide feel significant stress every day, a number that climbs to 50 percent in the U.S. and Canada. iHire’s Toxic Workplace Trends report (cited earlier) paints a similar picture: two-thirds of employees say their workplace is high-stress, with most pointing to unmanageable workloads as the top driver. Others cite a lack of support for work-life balance (68 percent) and unrealistic deadlines (49 percent).

Some stressors are personal, but the workplace often makes things worse. According to the CDC, common causes of job-related stress include unclear expectations, poor working conditions, job insecurity, weak communication from managers and difficulty balancing work with personal life. 

Excessive workload, in particular, is a damaging stressor. It’s natural to reward high performers with more responsibility, but there’s a fine line between recognizing someone’s talents and overloading them. When employees feel stretched too thin, they’ll start looking for roles they believe will be less stressful. And since stress and productivity don’t mix, your organization will feel the impact too.

How to prevent employees from quitting because of stress and overwork: Strong communication is one of the most effective tools for managing stress. Encourage open dialogue between managers and employees so concerns don’t go unaddressed. If someone shows signs of burnout, talk with them about redistributing responsibilities or offering additional support. Promoting regular breaks, exercise and healthy habits can also help employees recharge and feel more balanced.

7. They’re burned out.

Burnout is more than just being tired — it drains employees of their energy, passion and motivation. According to isolved’s 2024 HR Trends Survey, 65 percent of employees say they’ve experienced burnout, and 72 percent say it has affected their job performance. They may disengage by implementing a quiet quitting approach, either in response to burnout or as a preventive measure against burnout in a stressful work environment. Many burned-out employees will quit, particularly if burnout is accompanied by a lack of recognition. 

How to prevent employees from quitting because of burnout: Leaders should watch closely for signs of employee burnout, from drops in energy and productivity to early hints of quiet quitting. Address concerns quickly by opening conversations, offering support and adjusting workloads where possible. Prevention requires ongoing attention; small businesses can often launch wellness check-ins within a few weeks, while larger organizations may need a couple of months to roll out comprehensive programs across departments.

8. The company culture is toxic.

Culture can make or break the employee experience. iHire’s Talent Retention Report found that nearly one-third of employees (32 percent) left a job because of a toxic environment. On the flip side, 82 percent said a positive culture would convince them to stay. iHire’s Toxic Workplace Trends report backs this up, with 60 percent of workers pointing to negative culture as the top driver of toxicity.

A positive, employee-centric company culture isn’t just a “nice to have” — it’s the foundation of engagement and retention. When culture turns toxic, it fuels burnout, disengagement, lack of recognition and other issues that push employees out the door.

Diversity, equity and inclusion are also critical pieces of culture. That includes making meaningful business accommodations for employees with disabilities. If these areas are neglected, culture suffers, and the business struggles to attract and retain top talent.

How to prevent employees from quitting because of a poor company culture: Make employee experience a top priority. Establish and emphasize your company’s values, treat employees well by providing excellent benefits, and keep the lines of communication open. A positive culture takes consistent effort, but the payoff is a loyal, motivated workforce.

9. There’s a lack of trust and autonomy.

Trust and autonomy go hand in hand — and when they’re missing, employees notice. ADP’s Employee Motivation and Commitment (EMC) Index, based on three years of surveys of 2,500 U.S. workers, found that employees who trusted their teams were 16 times more likely to be motivated and committed. That number jumped to 26 times for those who trusted their managers and 41 times for those who trusted senior leaders.

The challenge is that many organizations know this but struggle to act on it. Brandon Hall Group reports that while 73 percent of companies recognize the importance of building cultures centered on trust, autonomy and well-being, only 31 percent have systems in place to make it happen. And according to ADP, 63 percent of employees say they don’t get the flexibility and autonomy they want at work, with only 12 percent saying they have enough of all three measures — freedom, flexibility and autonomy. All of this shows why trust and autonomy are so important for keeping employees on board.

How to prevent employees from quitting because of a lack of trust and autonomy: Instead of micromanaging, empower your staff by giving them the tools and authority they need to do their jobs well. Share your vision openly, encourage skill development and delegate meaningful responsibilities — not just routine tasks. Building a culture of trust and empowerment not only strengthens performance but also gives employees a reason to stay.

10. Other good employees have left.

When trusted teammates move on, the ripple effects go beyond workload — they can shake the social fabric that keeps others connected. In fact, a 2025 study of Generation Z workers found that stronger friendships at work correlate with lower turnover intention.

And the stakes are real: KPMG’s 2025 survey suggests that many employees would even give up about 20 percent of their salary to work with close friends, underscoring how deeply people value those connections.

In this evolving landscape, when people lose their “work friends,” the sense of belonging weakens, and some may decide there’s not much left to stay for.

How to prevent employees from quitting because colleagues leave: You can’t control when people move on, but you can nurture a culture of connection so departures don’t cause a cascade. Encourage cross-team projects, mentorship and informal gatherings so people build multiple bonds, not just one. After a key departure, be deliberate about reconnecting with the remaining team — reinforce purpose, listen deeply and remind them why they chose to stay.

11. There’s been a change in their personal life.

Sometimes employees leave for reasons that have little to do with work itself. According to iHire, employers said that just over half of their departures (51 percent) were chalked up to “personal reasons.” Yet when asked directly, only 21 percent of employees admitted to leaving for personal reasons.

Personal changes — such as health issues, a move, family obligations or a spouse’s job commitments — can all prompt someone to exit. But “personal reasons” can also be a polite way of avoiding a more uncomfortable conversation about workplace concerns.

How to prevent employees from quitting for personal reasons: You can’t control someone’s personal circumstances, and it’s important to respect those decisions. Still, if you suspect an employee is using “personal reasons” as a cover for job-related frustrations, an exit interview can help uncover the truth. While it may be too late to retain that individual, the feedback could reveal underlying issues you can address to keep others from following.

12. They aren’t making enough money.

Salary is one of the most common reasons people leave a job. In isolved’s HR Trends survey, 64 percent of employees said they were dissatisfied with their salary, and iHire found that more than one-third (36 percent) of workers who quit cited pay as the main reason.

Employers know this matters. According to iHire, nearly 62 percent of employers raised pay in the past year in an effort to retain staff. Employee compensation is a clear signal of value, and when employees feel underpaid, no amount of recognition can fully make up for it.

How to prevent employees from quitting due to low pay: Fair pay goes a long way in showing employees they’re valued. Check your salary ranges regularly against industry standards and adjust when you can. Bonuses or performance incentives can also help keep top talent motivated. If budget limits make raises difficult, consider creative perks that ease employees’ lives — things like generous paid-time-off (PTO) policies, flexible schedules or wellness programs can help balance the scales.

13. They’re unsure the company is viable.

When a business shows signs of stress, such as slumping sales, cash flow issues or intensifying competition, employees may worry the company won’t survive. That uncertainty can motivate them to start looking for safer options. In fact, PwC’s Global Workforce Hopes & Fears Survey found that 28 percent of employees say they are “very or extremely likely” to change employers in the next 12 months, up from 19 percent in earlier years, partly due to job security concerns.

How to prevent employees from quitting due to company viability concerns: Business transparency is crucial in this situation. You don’t want good people walking out the door because of rumors or unanswered questions. Talk openly with your team, share what you can about the situation and clear up confusion before it spreads. At the same time, be upfront; employees will ultimately do what’s best for them, and honesty about your company’s challenges builds more trust than silence.

14. There’s no training and development.

Growth matters. Employees want to feel like they’re building skills that will carry them forward in their careers. In iHire’s survey, 11 percent of workers said they quit because professional development was lacking, and more than 60 percent said access to training and growth opportunities would motivate them to stay.

When employees are thrown into a role without preparation, it can cause stress, frustration and lower productivity. And when there’s no clear path for growth, ambitious workers often look elsewhere for opportunities to advance.

How to prevent employees from quitting because of a lack of training and development: Show employees you’re invested in their future by investing in employee training. Offer a comprehensive onboarding process that sets them up for success, then provide ongoing training so they can sharpen their skills and prepare for the next step. Look beyond technical training; mentorship, cross-training, leadership programs and tuition assistance can all help employees feel supported and valued. By weaving development into your culture, you signal that employees don’t need to leave to keep growing.

15. Employee benefits are subpar.

Pay gets most of the attention, but employee benefits packages can be just as important when team members decide whether to stay or go. In iHire’s survey, 68 percent of employees said health insurance and 60 percent pointed to 401(k) retirement plans as the top benefits that would increase their likelihood of staying. Less traditional perks, such as mental health benefits (28 percent) and wellness programs (28 percent), were also popular.

Benefits aren’t just a “nice to have.” More than 11 percent of employees in the same survey said unsatisfactory benefits were a direct reason they quit. And according to the Work Institute’s 2025 Retention Report, almost 15 percent of early departures were tied to health and family concerns, often connected to caregiving demands and mental health struggles. Benefits that address these everyday challenges — from reliable health coverage to flexible support programs — show employees that the company cares about their lives both at work and at home.

How to prevent employees from quitting because of poor benefits: Ask your team which benefits matter most and prioritize those offerings. Robust health insurance and retirement plans will always be high on the list, but don’t overlook support for mental health, caregiving or overall wellness. If you’re a smaller employer, consider partnering with a professional employer organization (PEO) to access affordable, big-company benefits packages.

Additional ways to retain your team members

Beyond tackling specific quitting scenarios, here are broader best practices that can help boost morale, strengthen engagement and keep your top talent on board:

• Offer remote or hybrid options: Flexibility is a top priority for today’s workers. When possible, let employees work from home or adopt hybrid schedules. Fewer in-office requirements can strengthen loyalty and make your company more attractive to job seekers.
• Lead with empathy: Employees want leaders who see them as people, not just workers. Show genuine care for their well-being, and they’ll be more willing to go the extra mile.
• Keep an eye on engagement: Even high performers need check-ins. Watch for signs of disengagement or burnout, and help employees reconnect with purpose. In some cases, new responsibilities or projects can reignite motivation.
• Use stay interviews: A stay interview is a structured conversation between a manager and an employee to learn what keeps them engaged and what might cause them to leave. The Work Institute calls these conversations “invaluable predictive tools.” When organizations act on the insights they gather, they can reduce turnover and shift the reasons people leave from controllable to less-controllable factors.
• Provide fair pay and recognition: Compensation and benefits will always be tied to retention. Benchmark your pay ranges, reward strong performance, and consider perks that make your workplace stand out.
• Balance workloads: Don’t overload the employees who remain when others leave. Communicate openly about recruiting efforts, redistribute tasks fairly and compensate fairly for extra responsibilities.
• Prioritize well-being: Mental health is a growing factor in retention. Helpful benefits include mental health coverage, employee assistance programs, flexible schedules and an open-door culture for conversations.
• Encourage open communication: Keep lines of communication clear and consistent. Follow through on promises and address concerns promptly to build trust and confidence in leadership.
• Be realistic about timelines: Culture change takes time. Small businesses may see results in three to six months, while large enterprises often need nine to 18 months to roll out comprehensive retention strategies.