5 Ways To Understand And Prevent The ‘Revenge Quitting’ Surge

Since late last year, there has been increasing talk in the media about a possible surge in “revenge quitting,” the phenomenon of employees who feel mistreated and undervalued abruptly resigning to retaliate against unfavorable workplace conditions. Should companies be concerned? While there is no one-size-fits-all answer, five key perspectives can help employers understand and prevent a potential spike in revenge quitting.

1. National statistics can be misleading in a local context.

The media often highlights national trends and alarmist statistics, such as rising quit rates, to predict widespread economic disruptions. For example, a recent report from the U.S. Bureau of Labor Statistics noted a significant uptick in quit rates, reaching as high as 3% in some months. This statistic, however, represents an aggregate national figure. The reality for most individual companies may be far less dramatic.

To put things into perspective: in a company with 100 employees, a 3% quit rate would result in just three employees leaving annually, even under the most extreme conditions. In larger organizations with 50,000 employees, that number would rise to 1,500. However, this still doesn’t represent an apocalyptic scenario. A slight increase in turnover is a reality for many companies, but unless the workforce is disproportionately affected by systemic issues, the impact is likely to be manageable. For employers, focusing on local trends, employee feedback, and retention strategies is more important than obsessing over national quit rates, which don’t necessarily translate into your specific context.

2. Side hustles aren’t always a threat to employee retention.

Many articles and analysts speculate that the rise of side hustles, especially among Millennials and Gen Z, might fuel an exodus of employees from traditional jobs. The fear is that employees might quit their main jobs to pursue self-employment, thinking they can earn more money or achieve greater work-life balance. While this is a valid concern for some industries, it is often overstated.

The reality is that most side hustles, particularly small businesses, fail to become financially sustainable. According to a report by USA Today, nearly 50% of small businesses fail within the first five years, and for those that survive, the average income for a small business owner with one employee hovers around $51,000 per year. Side hustles are more likely to supplement a primary income rather than act as a replacement, especially given the financial and emotional risks involved in going solo.

In fact, side hustles may not necessarily hurt your organization; they could benefit it. Employees who engage in side hustles often find that their day jobs provide valuable security and financial support that enables them to pursue their passions with less pressure. For employers, this can lead to greater job satisfaction and loyalty, as employees who feel more fulfilled outside of work may feel less inclined to leave. The relationship between side hustles and job dissatisfaction is not as direct as some believe.

3. Revenge quitting is more likely in organizations with toxic cultures.

The term “revenge quitting” implies a sense of retaliation, often driven by a negative experience in the workplace. Employees are more likely to “get back” at an employer if they feel mistreated, undervalued or disrespected. Therefore, organizations with poor leadership, toxic cultures, and unfair practices are far more susceptible to high turnover driven by this kind of retaliation.

For organizations that prioritize fairness, respect and positive company culture, the threat of revenge quitting is likely to be minimal. Employees are far less likely to engage in retaliatory behavior if they feel supported, valued and respected. On the other hand, if employees consistently experience poor management, unethical practices or lack of recognition, they are more likely to leave when they feel they have nothing left to lose.

This means that one of the most effective ways to prevent revenge quitting is to focus on building and maintaining a healthy, positive organizational culture. Leadership should be transparent, open to feedback, and dedicated to creating an inclusive environment where employees feel seen and heard. Companies with a strong culture of trust and mutual respect will weather any storms, even in the face of challenges like the predicted 2025 quit surge.

4. Focus on employee engagement and satisfaction.

To prevent employees from feeling the need to quit in frustration, it’s crucial for organizations to invest in employee engagement initiatives. Engaged employees are more likely to feel satisfied with their roles, stay with their company longer, and exhibit loyalty. Research consistently shows that when employees are genuinely engaged in their work—feeling connected to their team, excited about their tasks, and motivated to contribute—they are less likely to quit, even in the face of external opportunities.

Implementing regular check-ins, offering career development opportunities, and providing meaningful work can go a long way in preventing dissatisfaction from escalating into “revenge quitting.” The more employees feel that their work is valued and that their careers are progressing, the less likely they are to see quitting as a form of retaliation.

5. Proactive measures can mitigate the surge.

While the idea of a revenge quitting surge may seem alarming, there are many proactive steps employers can take to prevent it from becoming a significant problem. Regular employee surveys, anonymous feedback channels, and open-door policies are great ways to gauge employee sentiment and address concerns before they escalate. Additionally, providing clear pathways for career growth, recognition programs, and fair compensation can help address many of the underlying issues that lead to dissatisfaction.

In some cases, companies may want to reevaluate their leadership and management practices, ensuring that they are creating an environment where employees feel respected and supported. Training for managers on conflict resolution and effective communication can also go a long way in reducing the likelihood of negative sentiment turning into resignation.

While there is certainly reason to be aware of the potential for an increase in the trend, it’s important to approach the issue with a level-headed perspective. Not all companies will experience a significant surge, and those that foster positive organizational cultures and focus on employee satisfaction will likely weather the storm.

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