A Painful Exit: The Rise of Revenge Quitting

Employee engagement has hit its lowest point in a decade, according to recent workplace studies1. More and more employees are resigning, and many strive to go out with a bang. ‘Revenge quitting’, a calculated form of workplace protest, now threatens organisational stability. 28% of full-time employees predict revenge quitting incidents at their workplaces in 20252.

In this article, we will primarily focus on two practical cores: identifying early warning signs and drafting actionable strategies to protect businesses’ talent pools.

What is revenge quitting?

The term “revenge quitting” refers to employees abruptly leaving their jobs as a “clap back” for extremely negative experiences at the workplace. The term has become a trend due to its “revenge” factor. Employees are not merely leaving; they want everyone to know about it.

Revenge quitting can lead to an increase in deliberate data deletion incidents.1 in 6 workers has witnessed a colleague “rage deleting” important company data out of desperation and overflowing pressure before their departure. These rage deleters are also ones that are more likely to work overtime, with nearly 2 in 10 doing so more than 10 times per month3.

Multiple factors drive this upward curve:

Toxic workplace culture, which is denoted by work-life imbalance, conflict persistence, hostile communications, and more

Frustrations due to low salaries, feelings of under-appreciation, disconnection from company values, and unclear or uncertain growth paths

Experiencing a professional standstill due to the current economic situation or other external factors

Feeling unsatisfied with employers’ response to the company-wide disengagement trend

Pushback against the return to office policies

Data projects significant growth in revenge quitting incidents through 2025. Research shows that 28% of full-time employees expect to witness revenge quitting at their workplaces. The numbers climb higher among hybrid workers, with 31% anticipating such exits2.

Specific workforce segments show higher vulnerability to this trend: entry-level staff (24%), Gen X professionals (21%), and remote teams (20%)2.

This signifies that not just younger cohorts are feeling the strain, despite the media’s tendency to blame them. While Gen Z professionals are indeed very vocal about their opinions, the brewing dissatisfaction and disengagement are seen at every level in the organisation.

When employees’ exits become viral

Social media platforms have reshaped company operations and its workforce more than we can imagine. Undoubtedly, professional networks and social channels amplify staff grievances with unprecedented reach. Data shows Gen Z employees are twice as likely to choose public resignation paths3.

These platforms create permanent records of workplace departures. Employees may choose to utilise multiple channels to:

Announce their exits to their professional network

Send videos about resignation moments

Submit anonymous employer review platforms

Participate in community discussion forums

‘QuitTok’ or ‘Why I left [insert big company name]’ YouTube titles exemplify modern workplace exit evolution. These public statements often capture mass attention, with viewership no less than millions. Young talent increasingly frames departures as accountability measures against workplace inequities.

However, these viral stories do not wind down over time. They create lasting impacts on businesses by exposing deeper organisational issues and demanding significant recovery resources. Modern talent acquisition success hinges heavily on corporate reputation, making viral exits particularly costly.

Traditional exit management protocols show clear limitations against digital-age challenges. One viral moment can erase years of reputation building. This shift creates unprecedented staff influence through digital channels, fundamentally altering workplace power dynamics.

Warning signs of impending revenge quitting

To effectively minimise the effect of “revenge quitting” and retain the best talents, businesses first need to eliminate potential threats by proactively monitoring employees’ changing behaviour patterns–an observable indicator signalling their intentions.

Behavioural indicators

Disengagement stands out as “the biggest red flag”. Individuals planning exits typically show reduced meeting engagement and colleague interactions as well as dwindling enthusiasm towards group projects or initiatives.

Typical warning signals include:

Work quality and output decline

Pattern shifts in attendance and breaks

Social withdrawal from team activities

Hesitation towards future commitments

Digital footprint indicators

Employees’ online activities, while not definitive proof, can sometimes foreshadow their quits.

Overt negativity or a sudden surge in social media activity, such as complaining about the company/ colleagues, frequent profile updates, or increased networking patterns, can signal a shift in priorities. Some employees may go to great lengths to express their profound dissatisfaction on public review sites.

However, businesses must also take into account the context and refrain from making assumptions solely based on the employees’ digital footprint. A more holistic approach combining performance reviews, coaching sessions, and exit interviews can provide employers with insights into the real problems.

Most importantly, proactively address workplace issues and foster a positive environment to minimise the likelihood of revenge quitting. While social media activity plays a significant role, it is crucial to prioritise the well-being of employees.

Revenge quit-prevention strategies for employers

Surprisingly, most companies tend to overlook the offboarding stage. 71% do not have a formal offboarding process in place4. Performance management and onboarding procedures, on the other hand, are the activities that receive the highest priorities.

Having proper, well-documented exit strategies in place not only can help unveil hidden issues for both employers and employees but also can help prevent unwanted yet lasting damages.

Utilise solutions like psychometric assessments to identify potential issues

While not a silver bullet, psychometric assessments provide deeper insights into both job candidates’ and existing employees’ behaviours, motivations, and potential fit within the company culture.

These assessments help highlight personality traits and behaviours that may cause higher levels of resentment, hostility, or confrontation. While these may not necessarily lead to revenge quitting, they can serve as red flags that need further investigation or close monitoring.

Moreover, psychometric assessments can help employers understand the underlying motivation of an individual and what they value at the workplace. Many solutions evaluate how “fit” a person is culture-wise. The more an individual matches with the company and the team culture, the greater their job satisfaction, engagement, and retention.

Solutions like Great People Inside (GPI) offer detailed reports and suggestions for recruitment questions and development programs, empowering HR functions and direct managers in their talent management initiatives.

The goal is, however, to be as transparent and communicative of the process as possible. Not everyone welcomes additional testing, afraid they may underperform and thus the results affect their overall performance in the eyes of the test organisers.

Implement feedback/ feedforward systems

A big part of keeping team members engaged and resentment, pressure, or frustrations in check comes down to actively listening to employees. And not just listen but also act upon that feedback to solidify trust between the employees and the company.

The annual company-wide performance reviews are not enough to help identify gaps. Regular check-ins with employees through 360-degree feedback, pulse surveys, or real human talks can help encourage creating a culture of open communication.

It is not just about reflecting on the past with feedback; businesses should also nurture more forward-looking conversations through feedforward, coaching, and mentoring to timely address “revenge triggers”.

A well-designed system is not just about collecting input; it is about fostering a positive and supportive work environment where employees feel heard, valued, and motivated to stay.

Rethink the company’s exit strategy

Revenge quitting, or employee leaving in general, is not the sole responsibility of HR teams. For it to be effective, it should be a cross-functional collaboration. HR teams must partner with Operations, Finance, Legal, Management, and IT to prevent difficult exits.

Additionally, robust and standardised offboarding frameworks should be put in place to ensure operational continuity once a member leaves their position (regardless of their seniority with the organisation).

Former employees can turn into brand ambassadors if, until their last day, they still maintain a positive impression of the company. Support during departures yields measurable results; employees are satisfied with how organisations handle their exit procedures, and managers who show genuine care see their former staff become 43% more likely to recommend the organisation5.

The revenge quitting trend can be subdued with strategic planning and early detection. Rather than counting losses, high-performing organisations find opportunities for growth and refinement. This mindset builds resilient cultures, reduces sudden exits, and creates lasting value for current and future team members. The result? Stronger teams, better outcomes, and sustainable success.

Psychometric tools offer valuable insights into personality traits and cultural alignment, which help solve one piece of the retention puzzle. Ready to strengthen your talent strategy? Our TRG International team are ready to support you!

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