Forget about the quiet quitting trend that emerged in 2023. As we move into 2025, it has devolved into “revenge quitting”—workers abruptly leaving jobs in response to negative experiences such as lack of recognition, burnout or disengagement with workplace culture. Experts say it’s an inevitable result of the tug-of-war that’s been brewing for years—the equivalent of “stealth sackings” when employers dismiss employees for minor infractions to survive economic challenges.
Four Signs Of ‘Revenge Quitting’
John Scott, head of learning design and strategy of MasterClass at Work, shared with me through email four red flags that indicate an employee could be on the verge of “revenge quitting.”
1- Lack of transparency about promotion and professional growth. Due to macroeconomic headwinds and tighter margins, Scott suggests that employees likely feel promised or deserved promotions bypassed them.
Once HR leaders take stock in where employees are in their career journeys, He says it’s important to set clear goals and expectations so they know what to do to earn a promotion. He also suggests candid, transparent and unbiased conversations with employees about whether or not they are meeting or exceeding those expectations. “Itʼs often more cost effective for an organization to offer a well-earned promotion than to enter into a hiring cycle, so it can benefit both parties to make sure there is clear alignment and consistent communication around performance,” he advises.
2- Inability to connect to a deeper purpose. Scott acknowledges that employees want to contribute to a strong mission and their work gives them a sense of purpose. But he also believes when workers feel like another cog in the wheel, they get demotivated and seek out opportunities that offer greater purpose.
He advocates that leaders avoid lip service to mission and values but model them for employees. “Lower-level managers need to connect individual tasks to the bigger picture and strategic direction of the company and ensure peopleʼs contributions are valued and recognized,” he continues. “They can also cultivate this sense of purpose and commitment to the vision by ensuring employees can engage in ‘stretch assignmentsʼ or tasks in functional areas that are beyond their core expertise in order to feel a sense of growth and advancement.”
3- Conflicts that fester due to lack of communication and resolution. “Obviously, a blatantly toxic work culture rife with conflict and a lack of trust is going to cause employees to revenge quit,” Scott emphasizes. “But even 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.”
He recognizes that conflict is an inevitable aspect of any work relationship but points out that when conflict goes unaddressed and lingers, it tends to grow and create sharper and deeper divides between people.
“Fostering a culture of candid and open communication, where people feel safe to express their feelings, seek out help and manage difficult situations is key,” he stresses. “Managers (when not directly involved in the conflict) play a critical role in mediating conflict by not shying away from difficult conversations and working to establish clear norms and values around working together to resolve conflict quickly and effectively.”
4- Employees are disengaged from activities outside the scope of their role. “When people have meaningful and fulfilling relationships with others, a strong sense of community and place within that community, they feel more committed to it,” Scott declares.
He encourages leaders to resource and organize opportunities for employees to connect with colleagues through Employee Resource Groups, professional learning opportunities and other interest-driven social gatherings to help them build relationships and find a sense of place in their work community.
“Especially among remote employees who may not have more of the incidental relationship building that happens as people pass each other in hallways or grab lunch together, organizations need to pulse employees on the kinds of activities or opportunities that interest them and then build in the time and resourcing necessary for people to participate in them,” he adds.
Why ‘Revenge Quitting’ Is Happening Now
Scott credits the Covid-19 pandemic with causing a fundamental shift in how employees view work. “Having proved they can deliver results remotely, many workers now value flexibility and work-life balance more than ever,” he explains. “However, return-to-office mandates often clash with these expectations, leaving employees feeling unheard and undervalued.”
Adding to this friction, he says, is a persistent disconnect between leadership priorities and employee needs. “While leaders may spotlight traditional perks like wellness programs, employees are demanding meaningful changes in areas like compensation, flexible schedules and transparent performance management practices,” he notes. “At the same time, the ‘always-on’ culture fueled by technology continues to blur the lines between work and personal life, contributing to widespread burnout and frustration.”
What Employees Need To Do About ‘Revenge Quitting’
“Being upfront with managers about desired work arrangements, career goals and workload concerns is essential for fostering understanding and collaboration,” Scott states. “It’s also important to focus on delivering results—demonstrating value not only strengthens their case for better conditions but also positions them as indispensable contributors to the organization.” He recommends that employees take well-being actions like PTO, disconnecting after hours and seeking support when needed to prevent burnout and maintain a healthy work-life balance.
What Employers Need to Do About ‘Revenge Quitting’
According to 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.
“Listening to employee feedback and demonstrating a willingness to meet their evolving needs is a great starting point,” Scott asserts. “Flexibility and trust should become foundational principles, with policies that prioritize autonomy, outcome-based performance and adaptability in work arrangements.”
Annual reviews and punitive performance improvement plans can be replaced with systems that emphasize continuous feedback, coaching and regular check-ins, according to Scott. He concludes that when employers recognize contributions, offer growth opportunities and foster open communication channels, it goes a long way to mitigate the drivers of “revenge quitting.”