Employee turnover isn't just a statistic—it’s a reflection of your organization’s health, culture, and ability to meet employee needs. High turnover can signal deeper issues like disengagement, lack of growth opportunities, or misalignment between values and leadership. And while some level of turnover is natural, unchecked patterns can quickly impact morale, productivity, and the bottom line.
As we navigate throughout the year, the talent landscape continues to evolve, shaped by shifting employee expectations, economic uncertainty, and new ways of working. HR leaders are under more pressure than ever to not just fill roles, but to build environments where people want to stay. With that in mind, let’s explore the top turnover trends every HR leader should be watching—and how to stay one step ahead.
Remember when it felt like everyone was quitting? Well for a while there, they were. The “Great Resignation” saw millions of employees voluntarily leave their jobs in search of more flexibility, better culture, or just…something new. In fact, the U.S. Bureau of Labor Statistics estimated 50.6 million Americans quit in 2022 alone, making it the highest year of turnover in the survey's history.
But now, the pendulum is swinging the other way. What we’re seeing from 2024 and into 2025 is less of a mass exodus and more of a “Great Reassessment.” Employees aren’t jumping ship as quickly—but they are thinking hard about whether their current role fits their values, goals, and lifestyle. Instead of impulsively resigning, they’re quietly evaluating, staying put (for now), and watching to see how their employers respond.
Why this trend matters:
A dip in turnover doesn't always mean people are happy—it might mean they’re hesitant to make a move given the current climate of economic uncertainty.
Quiet dissatisfaction can lead to resenteeism, disengagement, or burnout over time.
HR leaders risk missing the warning signs if they only look at turnover numbers.
Recommendation:
Don’t let stable turnover rates lull you into a false sense of security. Check in with your people regularly—through surveys, stay interviews, or one-on-ones—and be transparent about growth opportunities and organizational changes. The goal is to catch quiet discontent before it becomes loud exits.
While the "Great Resignation" highlighted employees leaving en masse, a subtler trend has emerged: resenteeism. This term describes employees who remain in their positions but are disengaged and harbor resentment. Unlike active disengagement, resenteeism is characterized by a passive withdrawal, where employees fulfill their duties but lack enthusiasm or commitment. While this is not a generational issue, AIHR recently found that 47% of Gen Z feel they are "coasting" at work. Certainly a worrying trend as the next generation moves further into the workforce.
Factors contributing to this phenomenon include feeling undervalued, lack of growth opportunities, or perceived inequities in the workplace. It's a silent issue that can erode team morale and productivity over time.
Why this trend matters:
Resenteeism can lead to decreased productivity and a negative workplace atmosphere.
It's often a precursor to eventual turnover, making early detection vital.
Disengaged employees may influence their peers and spread negativity.
Recommendation:
To combat resenteeism, organizations should foster open communication channels, allowing employees to voice concerns and feel heard. Regular check-ins, transparent feedback mechanisms, and opportunities for professional development can re-engage employees and address underlying issues before they escalate.
Read More: Learn how AI can increase engagement and lower turnover
More employees are looking inward these days before they look elsewhere. Internal mobility—moving employees into new roles, departments, or leadership tracks within the same organization—is gaining traction as a key retention lever. In fact, LinkedIn’s 2023 Workplace Learning Report found that employees who have made a career move within the first 2 years with a company had a 75% likelihood of remaining with their organization. And it's easy to understand why. Employees want to know they have room to grow without having to leave. That there's a future with this company that can carry them through the years. When career development is unclear or unavailable, turnover risk spikes—and often, the loss is preventable.
Why this trend matters:
Employees who see growth opportunities internally are more likely to stay long-term.
Promoting from within reduces recruitment time, cost, and onboarding friction.
Internal mobility helps preserve institutional knowledge and morale.
Recommendation:
Create clear pathways for advancement and regularly communicate them to employees. Consider using assessments to match people with internal roles where their strengths will shine—and invest in upskilling programs that support career development across all levels.
The pandemic permanently changed how we think about work. Flexible hours, remote options, and hybrid setups aren’t seen as “nice-to-haves” anymore—they’re table stakes for attracting and retaining talent. According to a 2022 Gartner report, 55% of employees say flexibility directly affects whether they stay at a job. People want autonomy over how and where they work, and employers who resist this shift are seeing higher turnover. Flexibility signals trust—and in return, it boosts loyalty.
Why this trend matters:
Rigid work environments are a major driver of turnover, especially for high-performers.
Flexible workplaces attract more diverse candidates and support better work-life balance.
Organizations offering flexibility are seeing higher engagement and lower burnout rates.
Recommendation:
Reassess your flexibility policies—do they truly meet the needs of your workforce? If not, open up conversations with employees to understand what flexibility looks like to them and explore what’s feasible. Even small shifts can have a big impact.
Employee well-being isn’t just an HR issue—it’s a business issue. With stress and burnout still running high, workers are placing more value on employers that actively support mental health. A 2023 survey from the American Psychological Association found that 81% of employees said support for mental health will be an important factor when they look for future work. People want to feel seen, supported, and cared for—not just professionally, but personally. When that doesn’t happen, turnover often follows.
Why this trend matters:
Burnout and poor mental health are top reasons employees leave.
Supporting well-being improves retention, productivity, and team culture.
Gen Z and Millennials are especially likely to prioritize mental health in job decisions.
Recommendation:
Normalize conversations around mental health and ensure your benefits actually support it. That could mean mental health days, access to counselling, flexible workloads, or simply building a culture where asking for help is encouraged, not penalized.
Read More: Build a coaching toolkit to help your managers support their teams
We now have five generations in the workforce—and they all want different things. Gen Z, for instance, is values-driven, development-hungry, and vocal about what they expect from employers. They’re also not afraid to move on if those expectations aren’t met. According to Deloitte’s 2023 Gen Z and Millennial Survey, 35% of Gen Zs say they plan to leave their job in the next two years. Understanding generational needs isn’t about stereotypes—it’s about making sure your people feel aligned, no matter their age.
Why this trend matters:
Misalignment between employer offerings and generational needs fuels disengagement.
Younger employees expect transparency, purpose, and fast growth.
Organizations that adapt to shifting expectations are more likely to retain top talent.
Recommendation:
Take the time to understand what motivates different groups within your workforce. Use pulse surveys or feedback tools to uncover what’s working (and what’s not) by generation, then tailor your approach to meet people where they are.
The days of reactive turnover management are over. With the rise of people analytics, organizations can now spot turnover risk before it becomes a resignation letter. Predictive tools track engagement trends, absenteeism, performance dips, and more—giving HR a chance to intervene early. According to a Visier report, companies using predictive analytics reduced voluntary turnover by 17%. The message is clear: data isn’t just for hiring—it’s for keeping the people you already have.
Why this trend matters:
Predictive analytics enables early intervention and personalized retention strategies.
It turns anecdotal HR decision-making into evidence-based planning.
Organizations that use data effectively see stronger workforce stability and ROI.
Recommendation:
Invest in tools that give you visibility into workforce trends and turnover indicators. Combine assessment data with real-time engagement feedback to get a fuller picture of who might be at risk—and what you can do to keep them.
Turnover isn’t just a number—it’s a story. Every resignation is a signal, and the more HR leaders can anticipate those signals, the better equipped they’ll be to respond. By understanding these trends and putting strategies in place to meet employees’ evolving needs, you can build a workplace people want to stay in—not leave behind.