How to turn revenge quitting into retention success

Revenge quitting? A sound and up-to-date talent management strategy matters more now than ever. It’s not just a nice-to-have; it’s a vital component in the functioning machinery of your organisation. If your people are your lifeblood, then flow, mobility and wellbeing will make your business goals easier to reach. A sound and up-to-date talent management strategy matters more now than ever. It’s not just a nice-to-have; it’s a vital component in the functioning machinery of your organisation. If your people are your lifeblood, then flow, mobility and wellbeing will make your business goals easier to reach. But on the back of quiet-quitting, a new trend is rising to threaten organisational growth: revenge quitting. In this short read, we look at what it is and how your talent management strategy can be the perfect antidote in three key ways.

What is revenge quitting?

It’s a new name for an old situation: when an employee resigns dramatically or abruptly, often without notice or at a particularly inconvenient time. Usually a response to perceived unfair treatment or poor working conditions, they feel disrespected and unimportant. Being trapped in a job they don’t want, like or feel safe in, the act is more than just leaving a position: it’s a deliberate statement that someone has had enough.

Not a fringe phenomenon

A recent survey found that 15% of UK workers have already revenge-quit, with many resigning suddenly and skipping formal notice. Another suggests that 28% of employees expect revenge quitting to happen in their workplace with 4% considering it themselves. These exits shouldn’t be dismissed as negativity. Instead, they’re a signal worth examining: what’s happening inside the organisation that makes people feel an expressive exit is the best option?

The antidote: talent management strategy that supports people and performance

Revenge quitting is a symptom, not the root problem. In our experience, the best antidote is a talent management strategy that takes care of both sides of the equation: organisational performance and employee wellbeing. When leadership is intentional, culture is healthy and career opportunities are clear, people stay, grow and contribute their best work. The result? Greater stability, stronger teams, and less disruption to the business. It makes the best human and organisational sense. So let’s look at what the research tells us about why employees revenge quit and how intelligent talent management addresses it.

Why do people revenge quit?

According to the survey data:

• 37% blamed their boss.
• 27% cited poor company culture.
• 15% said a lack of progression opportunities and 14% were dissatisfied with training and upskilling.

A sound talent management can see off the damage of revenge quitting in three key ways.

Counter bad boss syndrome with better leadership

People don’t usually leave companies; they leave managers. Poor management causes instability, division, productivity loss and low morale. Not to mention misery, bad health and even burnout. One of the solutions is intentional succession planning. It’s about identifying, preparing and developing future leaders who not only have the skills but also the desire to step up. This future-facing investment ensures people in management positions are equipped and motivated to succeed. Are they able to do the job, and do they want to do it? Linear progression isn’t always the answer, and the only way you’ll explore other options is with a broader, more strategic view. 

Transform culture with a strong employee value proposition

Harnessing real human ingenuity, passion and enthusiasm is going to take more than financial reward and tired, generic and half-hearted wellbeing benefits. How do you level up?  Your employee experience is unique to your organisation and makes up part of your wider employer brand. Ultimately, it tells people what makes you great and why they should stick around; so give them something they can’t get anywhere else. It starts with your vision, purpose, values and goals. Where are you going and why? What does your business stand for? Alignment is a powerful tool in attracting and retaining the people you need to have the growth and impact you want. Your EVP needs to be a combination of what your people want AND what the organisation wants, meaning there has to be a good alignment between people and organisational vision, purpose, values and goals. Keep listening in and adapt as you go.

Remove opportunity frustration with career pathway design

When you can see a clear way forward for your business, you can move with strength and intention. The same goes for your people, but this isn’t easy when AI and evolving tech are constantly changing the game. A carefully crafted career framework makes sure you meet the needs of your company, your people and the future in an integrated way. Understanding the skills you require in your business, not just now, but for the future, is the first step in career pathway design. It involves the development and implementation of new pathways, taking into account that the world we live in isn’t about vertical career progression anymore. Transferable skills, complementary knowledge and most importantly, mindset enable your people to have long, varied and interesting careers with you.

Keep your lifeblood flowing

When talent strategy is aligned with business goals, organisations move forward with stability and confidence. People are less likely to jump ship when they feel engaged, valued and supported in their growth. In uncertain economic times and volatile job markets, having the right people in the right roles is essential – not just for survival but for thriving. Talent management is broad, with many moving parts but when they work in harmony, the result is powerful: a resilient workforce, stronger business outcomes and far fewer dramatic exits.

The power of genuine commitment

Our approach to talent management strategy is incisive and practical. Lifting theory into life, we love getting our hands dirty and working alongside our clients. It’s a reflective, reflexive process with space to pause for clarity and respond to the unexpected. We enjoy taking time to get to know the challenges inside out and listen to what’s not being said as much as what is. Hearing all voices and drawing links, it’s about spotting gaps and blind spots, turning problems into signposts for transformation and growth. Revenge quitting is never an easy subject to talk about but we like to think that it’s a conversation worth having, especially when there’s so much scope for making people happier and healthier – and your business more competitive.