As many organizations face workplace challenges related to skills gaps, high costs, and labor shortages, employee dissatisfaction is now driving a new trend—revenge quitting.
But revenge quitting isn’t just a workplace trend or an HR concern, it's a symptom of deeper cultural issues and a critical factor impacting the overall employee value proposition and, ultimately, the success of the business.
To address the growing risk, employers need to understand the root causes and adopt a proactive approach to prevent dissatisfaction that aligns with rapidly evolving employee expectations.
What is revenge quitting?
Revenge quitting is when an employee resigns in a way that is meant to harm or make a statement against the employer, typically in protest or retaliation for perceived mistreatment or toxic workplace culture. For example:
Quitting without notice or communication, with no regard for tying up responsibilities
Sabotaging work products (e.g., deleting files, tampering with data, sending incorrect information to clients, etc.)
Leaving a scathing review on job boards like Indeed or Glassdoor
The cost of revenge quitting
While the direct costs of turnover, such as recruitment, training and lost productivity are clear, revenge quitting carries a unique set of hidden costs, including:
Damaged employer brand: Negative online reviews, employee testimonials, and social media engagement impact a company's reputation, making it harder to attract top talent.
Eroded employee trust: A culture of resentment and distrust breeds cynicism and disengagement, undermining the effectiveness of even the most generous total rewards packages.
Diminished innovation: A toxic work environment stifles creativity and collaboration, hindering innovation and long-term growth.
Why is revenge quitting on the rise?
A recent (opens a new window) study found that 28% of full-time employees expect revenge quitting to occur at their workplace in 2025, reflecting broader shifts in today’s workplace dynamics and employee expectations.
Generational differences
Gen Z is entering the workforce in greater numbers and playing a key role in the rise of revenge quitting. This generation is more likely to expect transparency, require flexibility, and prioritize mental health and wellbeing. When those expectations aren’t met, they’re also more inclined to share their personal workplace experiences online.
Declining employee engagement
Employees are increasingly seeking purpose, meaning, and a sense of belonging in their jobs. But as engagement declines (opens a new window) and employees become increasingly detached—whether due to lack of recognition, poor communication, insufficient development opportunities, or other factors—these needs are more likely to go unmet and lead to dissatisfaction.
Shifting power dynamics
Employees gained more autonomy through the rise of remote work and the gig economy and then were empowered with greater leverage during the Great Resignation. This shift in power dynamics has fundamentally altered employee expectations, with more workers now demanding greater control over their work environment.
How can employers prevent revenge quitting?
The changing talent landscape demands a more empathetic and people-centered approach to work. To build a positive culture and reduce turnover costs, employers must understand and address the root causes of employee dissatisfaction with tools like:
Culture audits
Employee engagement surveys
Leadership development programs
Employee well-being programs
Contact us to learn more about strategies that support positive employee experiences and help prevent workplace disconnection from escalating into revenge quitting.
