Forget quiet quitting. 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 percent of employees have revenge quit in the past and 4 percent 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.
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.
At Hogan Assessments, we see revenge quitting as 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:
stop guessing, start talking!
First, companies must stop guessing what matters to employees. Start asking. Flexibility, wellbeing, and career development are now baseline expectations. With 47 percent of UK employees not seeing a clear path to progression, and 68 percent of them experiencing delayed career growth due to insufficient support from line managers and HR teams, (according to Iris Software Group), it’s no surprise they’re choosing to exit with a bang rather than stick it out in silence.
good managers MAKE loyal employees
Second, 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. Yet, in the UK, manager engagement is incredibly low. The 2025 Gallup State of the Global Workplace report indicates that only 10 percent of UK managers are engaged in their roles, which is significantly below the global average of 27 percent. This decline in manager engagement is concerning, as it directly affects employee engagement and organizational performance. Toxic or inconsistent leadership styles breed dissatisfaction faster than any other factor. Conversely, empathetic, stable leaders build loyalty, resilience, and performance.
zoom in on psychological safety
Which brings us to the third, and possibly most overlooked factor – 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 percent of workers globally and 23 percent of the UK employees are thinking of quitting (WEF; PwC UK), it’s clear many don’t feel this kind of security.
To conclude…
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.
Author: Dr. Ryne Sherman – Chief Science Officer, Hogan Assessments
Photo credit: StockCake
