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The Rise of Sudden Resignations and “Revenge Quitting

In recent years, the workplace has undergone significant changes, with employees increasingly seeking greater purpose, recognition, and work-life balance. As a result, a new trend has emerged: sudden resignations, also known as “revenge quitting.”

Revenge Quitting

Revenge Quitting

Employees who feel undervalued, stuck, or disconnected from their workplace are abruptly leaving their jobs, often without notice and sometimes engaging in destructive behaviours such as deliberately deleting important company data, a phenomenon dubbed “rage deletion.”

According to a recent study, 28% of full-time employees expect sudden resignations to occur at their workplace in 2025. This trend is particularly prevalent among hybrid workers, with 31% anticipating sudden departures.

The study also found that 17% of full-time employees have previously resigned suddenly, and 4% plan to do so in 2025, having wanted to leave their current role for an average of 13 months.

Several factors contribute to sudden resignations, including:

  • Lack of transparency about promotion and professional growth opportunities
  • Inability to connect to a deeper purpose within the organisation
  • Unresolved conflicts due to poor communication
  • Disengagement from activities outside the scope of their role

The study also revealed that employees’ top workplace frustrations are low salaries or lack of raises (48%), feeling undervalued (34%), and lack of career growth opportunities (33%). These frustrations are particularly prevalent among Gen Z and entry-level employees.

According to the Work Trend Security Report from data backup and recovery firm CrashPlan, nearly 1 in 6 workers has witnessed a colleague intentionally deleting important company data before quitting.

The study found that Gen Z employees are twice as likely to engage in such behaviour, with 1 in 10 admitting to deliberately destroying company files before they bolt.

To address the issue of sudden resignations and “revenge quitting,” employers must take proactive steps to improve employee satisfaction and engagement. Some of the top incentives employers can offer include a four-day workweek (33%), performance-based bonuses (33%), and more paid time off (28%).

Additionally, employers should focus on providing career development opportunities, improving work-life balance initiatives, and offering permanent remote work options, depending on the needs of their workforce.

HR leaders are focused on preventive strategies to create an anti-burnout culture and establish a culture of genuine recognition. Iffi Wahla, CEO of global recruitment platform Edge, emphasises the importance of creating an environment that prioritises retention and people first.

Mei-joy Foster, vp of talent management at rewards program Blackhawk Network, stresses the importance of recognition programs to make employees feel seen and valued every day.

Leaders must also be self-aware and willing to address the root causes of growing employee resentment. By creating a culture that balances and respects both work and personal life, companies can reduce turnover and cultivate a more committed and productive workforce.

As the workplace continues to evolve, it is crucial for organisations to adapt and prioritise employee well-being and satisfaction. By doing so, they can mitigate the risk of sudden resignations, “revenge quitting,” and destructive behaviours like “rage deletion,” ultimately building a more resilient and engaged workforce.

Stats – Glassdoor & Worklife news

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