Revenge Quitting Explained: Why Workers Are Walking Out

Would you dare sabotage your own career over a workplace squabble? Gone are the days of ‘watch your back if you do so’ advise. Disgruntled employees are dreaming of payback – and even carrying it out by revenge quitting.

Many moons ago, I saw an intern get into a dispute with her supervisor. Before the HR manager could be called in for an intervention, the intern packed her bag and left the office never to be seen again. Little did I know that what I had just seen would someday we called ‘revenge quitting.’ Like her, today’s workers are more willing to assert their autonomy in the workplace—even it means risking a very, very dramatic exit!

Revenge Quitting Explained

There was a time when fear of economic instability, social judgment, and a deep-seated belief in job security often kept employees tethered to toxic workplaces. However, employees today are no longer willing to put up with workplaces that provide low salaries or low raises, inadequate work-life balance, and most importantly, foster a toxic workplace.

We get it. We are listing everyday scenarios at thousands of toxic workplaces worldwide. What makes revenge quitting worth our attention is the way it’s being executed by disgruntled employees.

So, what is revenge quitting? Revenge quitting is often the saturation point of frustration, or a single, infuriating event. It could be a toxic coworker getting support from HR, or a manager continually taking credit for the employee’s hard work that may push someone to their limit.

Unlike the standard resignation, revenge quitting is abrupt and often leaves no room for a sappy farewell. The timing of notice is rarely coincidental—it’s planned to make a power statement, often during crucial projects or peak season.

Here we have revenge quitting explained in the simplest of terms: when an employee leaves the company at their most inconvenient moment. E.g. when an employee leaves a company right before a big presentation or during the busiest time of the year. Or, the employee might even persuade colleague to make a group exist, leaving the company high and dry.

Revenge quitting is more than a power move. It sends a clear message to the company that loyalty should be earned, not assumed.

Revenge Quitting Statistics

According to a study from Software Finder, it’s worth giving more than a minute to revenge quitting statistics if you want your company to survive this fad. Roughly 11% of tech and IT workers plan to make a dramatic exit this year, by doing what we now know as “revenge quitting.”

The workers most likely to engage in a power war through revenge quitting are those serving marketing and advertising roles at 16%. While around 40% of the entire workforce is planning to quit by executing the perfect revenge quitting.

Now that we know the who’s of revenge quitting, let’s also find out why exactly do these disgruntled workers want to make a dramatic exist.

It turns out, an overwhelming majority of workers (93%) are unhappy with their current role. Their biggest concern is low wages or lack of raises (48%). Other reasons include feeling undervalued and undermined at 34% or a lack of career growth opportunities at 33%.

Around 27% blame poor management for their exit, 24% cited a lack of work-life balance due to grueling hours, and 22% cite limited time off.

These revenge quitting statistics are consistent with recent research from Dice, which noted that nearly half (47%) of tech workers were actively seeking new roles. This number marks a sharp increase from 29% of workers looking for a new opportunity the year before. The research also found that tech workers harbor similar resentments about their lack of work-life balance, with nearly 6 in 10 workers stating they feel underpaid.

How it could impact you

The fallout from revenge quitting can be far-reaching, especially when employees make a public or dramatic exit that could leave lasting ripples. One immediate consequence is a financial loss—an abrupt resignation can cause massive disruption of ongoing projects. The loss of seasoned workers also robs the company of valuable knowledge, stunting growth and innovation.

Beyond money, the mere act of revenge quitting sends a stark message to those still working with the company. It can tarnish the company’s reputation, alienating loyal customers and investor confidence as well.

Perhaps, the most insidious effect of revenge quitting is on company culture. If the same toxic conditions are allowed to persist, those still working with the company may want to quit too, without giving a second thought to something as professional as a notice period.

How HR Leaders can mitigate Revenge Quitting

HR leaders hold the power to shape the future of their companies. With their unique position, they can either create and foster an environment that keeps people engaged and happy or make way for years of disengagement.

HR leaders can cultivate trust by:

Transparency: Share your thoughts and reasons behind your decisions, allow little room for miscommunication and misunderstandings.

Empathy: Learn to truly understand and address the concerns of your employees.

Dependable: Follow through on promises you make to your employees.

Sense of purpose: Show how their efforts drive the organization forward.

Shared values: Show how their contributions resonate with the company’s vision and mission.

Foster collaboration: Create a space where team members are able to bond with one another.

Open lines of communication: Prioritize open communication where employees feel safe to express through thoughts without fear of retaliation.

Revenge Quitting Trend

This ongoing trend of revenge quitting is more than just a fad. It’s a visible symptom of a systemic failure to honor workers’ dignity. Employees are now seeking higher grounds where they can feel seen, heard and respected. Companies that fail to accept the existence of revenge quitting trend will continue to lose workforce, not due to a competitive job market, but because employees are no longer willing to stay in a workplace that strips away their sense of worth.

For HR leaders, fostering a workplace culture goes beyond a few checks on a box. It’s about creating a safe and secure environment where employees have every reason to stay, thrive and grow.

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