The Rise of Revenge Quitting: Why Employees Are Taking a Stand in 2025

It starts with a feeling – that nagging sense that something isn’t quite right at work. Maybe it’s the promised promotion that never materialized, or the return-to-office mandate that disrupted a carefully balanced life. For many workers in 2025, these frustrations are building into something more dramatic: “revenge quitting.”

The numbers tell a striking story. In just four years, the percentage of workers who have “revenge quit” has jumped from 14% in 2021 to 17% today. Even more telling? Another 4% are planning their own dramatic exits this year.¹ But what’s really driving this trend, and what does it mean for the future of work?

Behind the Numbers: Why Workers Are Walking Away

Picture this: A talented software developer, tired of being passed over for promotions, chooses to leave right before a major product launch. Or consider the retail manager who exits during the holiday rush after months of denied requests for better staffing. These aren’t just hypothetical scenarios – they’re becoming increasingly common across industries.

Recent research shows that 28% of full-time employees expect revenge quitting to occur at their workplace this year.² The frustrations driving these exits are clear:

• 48% cite stagnant salaries and lack of raises

• 34% feel undervalued in their roles

• 33% see no path for career growth

The Industry Impact: Where Revenge Quitting Hits Hardest

Some sectors are feeling this trend more acutely than others. Healthcare workers, educators, retail employees, and hospitality staff are leading the exodus. It’s no coincidence that these industries often combine high stress with limited advancement opportunities and challenging compensation structures.

In the tech world, the numbers are particularly revealing – 11% of IT professionals are planning their revenge exits, while marketing and advertising leads with 16% considering similar moves.

A Generational Divide

The way different generations approach this trend tells its own story. Millennials, perhaps shaped by experiencing multiple economic downturns, are the most likely to plan a revenge quit (59%). Meanwhile, Gen Z workers report feeling the most undervalued (40%), suggesting we might see even more dramatic exits as they progress in their careers.

What Workers Really Want

Here’s what’s interesting: preventing revenge quitting might be simpler than many employers think. The top requests from employees aren’t outlandish:

• A four-day workweek (33%)
• Performance-based bonuses (33%)
• More paid time off (28%)

These desires paint a picture of workers who want better work-life balance and recognition for their contributions – not exactly revolutionary requests.

A Path Forward

While revenge quitting might feel satisfying in the moment, it’s important to consider the longer-term implications. For employees, it can impact future job prospects and professional relationships. For employers, it can damage team morale and disrupt business operations.

So what’s the solution? Forward-thinking organizations are already making changes:

• Creating transparent promotion pathways
• Offering flexible work arrangements
• Implementing regular feedback systems
• Developing comprehensive well-being programs

Supporting Smoother Employee Transitions

While revenge quitting might feel like the only option for frustrated employees, there’s often a better way forward. At When, we’ve seen firsthand how proper transition support can transform what could have been a bitter exit into a more positive experience for both employers and employees.

It can be inferred that some revenge quitting scenarios stem from concerns about healthcare continuity, benefits transitions, and financial security during career changes. For instance, when employees feel trapped by healthcare dependencies or unclear about their options for maintaining coverage between jobs, the frustration can boil over into sudden departures.

Building Better Off-boarding Experiences

Organizations that invest in comprehensive transition support often see better outcomes, even when employees decide to leave. This includes:

• Clear guidance on benefits continuation
• Support for healthcare coverage transitions
• Resources for financial planning during career changes
• Assistance with navigating new employment opportunities

The Bottom Line

Revenge quitting isn’t just about dramatic exits – it’s a symptom of deeper workplace issues that need addressing. As we move through 2025, organizations that recognize and respond to these underlying concerns, while providing robust transition support, will be better positioned to retain talent and build stronger workplace cultures.

The question isn’t just how to prevent revenge quitting – it’s how to create workplaces where employees feel supported through every stage of their career journey, including their eventual departure. By providing comprehensive transition support through platforms like When, organizations can transform potentially negative exits into more positive experiences that benefit both the departing employee and the company’s long-term reputation.

Need guidance on managing employee transitions and building better workplace relationships? Contact When for expert support in navigating these crucial workplace dynamics. Our platform helps ensure that even when employees choose to leave, they can do so with dignity, support, and confidence in their next steps.

Sources: 

Robinson, B. (2025, January 16). Revenge Quitting: 28% Of Employees Expect It At Work In 2025. Forbes. Retrieved from https://www.forbes.com/sites/bryanrobinson/2025/01/16/revenge-quitting-28-of-employees-expect-it-at-work-in-2025/

Software Finder. (n.d.). The Rise of Revenge Quitting. Retrieved from https://softwarefinder.com/resources/rise-of-revenge-quitting