Dr Ryne Sherman explores the rise of revenge quitting, where frustrated employees walk away, but with impact, not silence. Driven by unmet needs around purpose, safety, and leadership, today’s workforce is pushing back. Here’s what organisations must do to retain talent, and why quick fixes just won’t cut it anymore.

We’ll wish for quiet quitting as we’ve entered a new era of bold exits where frustrated employees aren’t just handing in their notice—they’re making sure it’s heard loud and clear. According to a survey by Software Finder, 17% of employees have revenge quit in the past and 4% of employees plan to do so in 2025. Welcome to the world of revenge quitting, where top talent walks away not in silence, but with impact.

Today’s workforce is driven by purpose, flexibility, and psychological safety

While nearly half of all employees are frustrated with their salary, revenge quitting isn’t only about pay. It’s also about broken promises, toxic leadership, and a chronic lack of genuine engagement. The traditional methods of dangling perks and performance reviews are falling flat. Why? Because today’s workforce is driven by purpose, flexibility, and psychological safety—none of which can be solved by a ping-pong table or free snacks.

Revenge quitting is a symptom, not the disease. At its core, it reflects a misalignment between what employees need and what employers think they need. And while that sounds like a simple fix, it demands more than a morale-boosting email from HR. Here are three solid strategies to prevent revenge quitting and keep employees committed.

1) Ask for what you want

Companies must stop guessing what matters to employees. Start asking. Flexibility, wellbeing, and career development are now baseline expectations. With 35% of European workers saying their companies offer little in terms of progression (according to ManpowerGroup), it’s no surprise they’re choosing to exit with a bang rather than stick it out in silence.

2) Get your leadership right

Let’s talk about leadership: bad managers don’t just cost you engagement, they cost you people. A Gallup report makes it clear, managers account for 70% of the variance in team engagement. Toxic or inconsistent leadership breeds dissatisfaction faster than any other factor. Conversely, empathetic, stable leaders build loyalty, resilience, and performance.

3) Make people feel safe

Possibly most overlooked factor is psychological safety. This is more than a buzzword. It’s the foundation of a workplace where people feel heard, trusted, and able to be themselves without fear of backlash. If nearly 40% of workers globally are thinking of quitting (source: WEF), it’s clear many don’t feel this kind of security.

Design for people to thrive

Preventing revenge quitting isn’t about damage control. It’s about designing workplaces where people want to stay. That means clear progression paths, leadership that leads (not just manages), and a culture that values truth over optics. Get these things right, and your best people won’t just stick around—they’ll thrive.

The companies that succeed in this new landscape will be the ones that go beyond box-ticking. Those that lead with integrity and competence will not only hold onto great talent—they’ll become magnets for it.

Dr. Ryne Sherman is Chief Science Officer at Hogan Assessments