Why employees quit and 6 ways make them stay

If you struggle to find good talent, you’ll know how important it is to retain valued employees.

But too often, employees leave before you even realise there is a problem.

“People resign when the strain gets too much, but they’ve probably been discontent for a while,” says leadership and mindset coach Sarah Vizer at Beyond Burnout.

“If employers or managers aren't regularly checking in with their staff, they may not be aware of this.”

Here’s a look at why people quit their jobs, when they're likely to leave, how to recognise the signs, and ways to encourage them to stay. 

Employees leave for a variety of reasons, though increasingly, it’s about money.

Research for SEEK found top reasons for resigning included lack of career progression opportunities (38%), wanting a change (33%), burnout or stress (31%) and inadequate pay (26%).

And 86% of candidates who’d resigned said it was a carefully considered decision made over several weeks or months.

Nina Mapson Bone at NMB People Strategy says the honeymoon phase of a job typically lasts three to four months. “After this time, the job moves from what you thought it was going to be to what you actually think of it.”

When employees are unhappy and job hunting, they tend to quietly quit, Vizer says.

“They often display changes in work behaviour, such as showing signs of exhaustion, feeling negative or disconnected, and starting to feel lower self-esteem.”

These are also key indicators of burnout. 

“Negativity or distancing themselves from the job is a crucial sign. The employee may have gone the extra mile previously, but suddenly they don’t want to do anything extra or be in the office as much,” adds Vizer.

Regular communication, as always, is key. Here are six ways to increase staff satisfaction:

Talk to employees before the three-month honeymoon period ends, advises Mapson Bone.

“If employers don’t check in until someone resigns, that’s a big mistake. Sit down with them early and ask if the job meets their expectations. Let them know they can come to you if something doesn’t feel right.”

Regular check-ins are crucial, Vizer adds.

“Don’t cancel these meetings – that tells employees they’re not important. Regular interactions help you notice behaviour changes, and make employees feel comfortable sharing concerns."

If increasing salary isn't possible, consider other ways to make employees feel valued, Mapson Bone suggests. Salary sacrificing, or salary packaging, can offer benefits like more super, a company car or childcare fees.

"The difference this makes to take-home pay can be significant," she says. "And if they’d like money for upskilling, explore the organisation’s training budget"

If more money isn't an option, consider offering flexible hours or working arrangements. “Flexible hours can help employees avoid peak hour and save on childcare or petrol costs,” Mapson Bone says.

Ask employees what they need, advises Vizer. “Home workers may crave social occasions, while those in open-plan offices might need time alone.”

If employees are burned out or no longer enjoying their work, it might be due to the volume, and also the type of work they’re doing, says Mapson Bone.

“We all need work that energises us. If someone’s not satisfied, see if two people can share the role, dividing tasks to play to each one’s strengths so they both feel energised.”

Consider using AI or automation to lighten their load, she adds. “There are always different ways to do things; you just need to get creative.”

It's not always easy for leaders to schedule regular one-on-ones and adapt their management styles according to employee preferences.

What helps everyone is focusing on what the organisation does well, such as training, flexibility or social opportunities, says Mapson Bone.

“Talk up these aspects and show how they provide value. This attracts the right people and reminds employees how the organisation benefits them. This means they’re less likely to feel disgruntled."

If many people are leaving, particularly if they’re citing stress and burnout, this may indicate a systemic problem, Vizer says.

“The issue might be organisational culture, a specific leader, inadequate manager support or insufficient wellbeing practices. 

“Pinpoint issues early because stress can be contagious. Burnt out people burn out people.”

Sometimes, despite regular communication and proactive measures, an employee may not be the right fit for a job – and that’s okay, says Mapson Bone.

“It just needs an honest conversation. Work should be a fair exchange of value. We’re all grown-ups, and we want to help people grow and flourish in a place that’s right for them.”

Source: Independent research conducted by Nature of behalf of SEEK, interviewing 4,000 Kiwis annually. Published October 2024.