“Revenge quitting” is on the rise in 2025, and a new study breaks down who is leaving, where they’re … More going and why.
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According to Gallup, U.S. employee engagement has sunk to a 10-year low. And the “Revenge quitting” trend is all the rage as workers fight back against big business. It stems from an employee’s pent-up resentment over feeling trapped in a job. The “revenge quitting” trend usually coincides with a strong job market in which employees have more employment options. Employees are abruptly “revenge quitting” in response to negative experiences such as return-to-work mandates, lack of recognition and burnout or disengagement with workplace culture.
Four Signs Of ‘Revenge Quitting’
Experts say that “revenge quitting” is an inevitable result of a workplace evolution that’s been brewing for years and that rapid technological advancements, coupled with changing generational expectations, are accelerating the shift. In a previous story, I spoke by email with John Scott, head of learning design and strategy of MasterClass at Work. He shared with me four indicators that an employee could be on the verge of “revenge quitting.”
1- Lack of transparency about promotion and professional growth. Employees likely feel promised or deserved promotions have bypassed them.
2- Inability to connect to a deeper purpose. Workers feel like another cog in the wheel, become demotivated and seek out opportunities that offer greater purpose.
3- Conflicts that fester due to lack of communication and resolution. A toxic work culture or more subtle forms of conflict among peers or between a direct report and a manager, when unaddressed, can fester and cause an employee to want to leave.
4- Employees are disengaged from activities outside the scope of their role. Employees that lack meaningful and fulfilling relationships with others, a strong sense of community and place within that community are more prone to “revenge quitting.”
New Research: Why ‘Revenge Quitting’ Is All The Rage
A new study by Software Finder polled over 1,007 full-time employees about revenge quitting, along with their workplace satisfaction and dissatisfaction and working sentiment in 2025. Key takeaways from the research are below:
28% of full-time employees expect revenge quitting to occur at their workplace in 2025.
31% of hybrid workers are the most likely to expect “revenge quitting.”
17% of full-time employees have revenge quit in the past.
Four percent of full-time employees plan to revenge quit in 2025, having wanted to leave their current role for over 13 months, on average.
Among work locations, hybrid employees are the most likely to plan to revenge quit in 2025 (seven percent).
Those most likely to have revenge quit in the past include entry-level employees (24%), Gen X employees (21%) and remote employees (20%).
27% of full-time employees feel professionally “stuck” in their current role due to economic or other external factors.
Government (33%), retail (31%) and marketing and advertising (31%) employees are the most likely to feel stuck in their current role.
Four percent of full-time employees plan to revenge quit in 2025.
Those most likely to revenge quite in 2025 are hybrid employees (seven percent), managers (six percent), marketing and advertising (16%), IT and tech (11%) and media and entertainment (seven percent) employees.
Why Employees Plan ‘Revenge Quitting’ In 2025
The study found various reason why workers plan to revenge quit this year. Here is the breakdown for their reasons:
Employees’ top workplace frustrations are low salaries or lack of raises (48%), feeling undervalued (34%) and lack of career growth opportunities (33%).
Gen Z employees are the most likely to feel undervalued (40%), lack recognition or appreciation (44%) and have inadequate work-life balance (33%).
Entry-level employees are the most likely to feel undervalued (39%), while mid-level employees are the most likely to feel a lack of recognition or appreciation (30%).
27% of full-time employees feel professionally “stuck” in their current role due to economic conditions or other external factors.
Entry-level (34%) and remote employees (29%) are the most likely to feel professionally stuck.
35% of employees believe the incoming presidential administration will leave them feeling more stuck in their career and/or current role, with entry-level (42%) and Gen Z (38%) workers being the most likely to feel this way.
27% of full-time employees feel their employers’ response to workplace dissatisfaction is poor, with media and entertainment employees being the most likely to feel this (40%).
Among their demographic groups, entry-level (33%) and on-site employees (33%) are the most likely to say their employers’ response to workplace dissatisfaction is poor.
The top incentives employers can offer their employees to stay in their current roles include a four-day workweek (33%), performance-based bonuses (33%) and more paid time off (28%).
Entry-level employees are the most likely to desire performance-based bonuses (36%), while senior-level employees want career development opportunities (27%) and managers want better work-life balance initiatives (25%).
On-site employees are the most likely to desire more paid time off (33%) and better work-life balance initiatives (21%).
Hybrid employees are the most likely to desire permanent remote work options (27%).
Remote employees are the most likely to desire performance-based bonuses (38%) and career development opportunities (23%).
Millennials (59%) are the generation most likely to plan on “revenge quitting,” while Baby Boomers (five percent) are the least likely.
A Final Wrap On ‘Revenge Quitting’
Based on the study’s findings, “revenge quitting” is reshaping workplace dynamics. And experts claim that corporations can help to calm the raging trend. I spoke with Matt Paese, Ph.D., senior vice president of leadership insights at DDI. Paese told me that addressing the root causes of growing employee resentment will require executives to take off their rose-tinted glasses. He insists that worker resentment stems from the top, and addressing the root causes will require greater self-awareness from CEOs.
According to John Scott, leaders of companies need to decide what kind of culture they want to build. Is it one where hard work and time put into jobs is top priority that comes with “revenge quitting” and high turnover? Or is it one that balances and respects life and work? He predicts the latter will win in the long run having lower turnover and more committed, harder-working people.