The 5 real reasons employees quit—and how you can make them stay

Your star performer handed in their two weeks' notice yesterday, again, and you’re left wondering what went wrong. But you’re not alone in that experience. In fact, a whopping 51% of U.S. employees—or roughly 1 in 2 workers—are looking for new job opportunities as of November 2024.

Most exit interviews typically include mention of "new opportunities" or "better fit," but those surface-level explanations rarely tell the whole story. Understanding why people actually leave— and what makes others stay—comes down to recognizing the real everyday workplace realities your employees experience.

1. They don't see opportunities for growth

86% of employees say they'd switch jobs for one with more chances to grow and it's not hard to understand why. 

Sometimes, growth isn't even about promotions. Employees simply don't want to feel stuck in a job that doesn't offer clear paths forward for developing skills, learning, and pursuing their interests.

2. They don't have autonomy

People crave control over how they do their work. Jobs that rely on micromanagement rather than trust send a clear message: "We don't believe you're capable of making good decisions." 

This creates a culture where employees feel like they're being babysat instead of treated as trusted partners.

3. They're drowning in busywork

When employees spend their time on meaningless tasks instead of work they find fulfilling, disengagement follows. Everyone wants to feel that the work and learning they do has a purpose.

4. Nobody notices their contributions

About 79% of employees quit because of a lack of appreciation.

Recognition doesn't have to mean awards ceremonies. Employees just need to know their work matters and that someone sees their efforts.

5. Work-life balance is nonexistent

Lack of work-life boundaries—constant after-hours emails, unrealistic deadlines, and pressure to always be "on"—eventually burns people out. Flexibility has become a necessity, not a perk.

1. Start career conversations early

Don't wait for annual reviews to discuss upward mobility. Managers should support employee growth by consistently and regularly conducting one-on-ones that include questions about career goals, skill development interests, and what employees want to learn next.  

Likewise, managers should equip their employees with the right materials they need to learn and grow in a way that works for them, including offering:

• Access to a robust library of learning materials: Offer employees access to a comprehensive, searchable repository with diverse content, from training on compliance to emotional intelligence.
• Personalized pathways for learning and growth: Design individualized development journeys based on skills assessments, career goals, and learning preferences with clear advancement milestones. Look for AI-powered platforms that recommend content based on role, goals, and learning history.
• Hyper-relevant content that speaks to employees' roles and goals: Curate learning materials that directly connect to current responsibilities and immediate work challenges, segmented by role and seniority level. Advanced platforms can automatically surface the most relevant content based on job titles and business priorities.

2. Give employees choice, freedom, and purpose

Autonomy doesn’t have to feel like a total free-for-all. Instead, give employees real ownership over their own lives with: 

• Choice: Self-service access to a myriad of learning formats (quizzes, modules, podcasts), for skill development on virtually any topic.
• Freedom: Options for when and where people work (i.e., flexible hours, remote work days, or compressed work weeks).
• Purpose: Assign entire projects or initiatives to individuals or small teams, giving them responsibility for planning, execution, and outcomes rather than micromanaging each step. Or, give them an opportunity to showcase their internal expertise by conducting a learning session.
  

3. Make recognition part of everyday life

Managers often make the mistake of only congratulating and recognizing employees at major milestones, like during annual or quarterly reviews.

Instead, build recognition into your regular workflow by highlighting:

• Skill development and course completion: Track employee L&D progress and acknowledge when employees complete training programs, earn certifications, or develop new competencies.
• Soft skill mastery: Notice when someone mediates between departments, shows empathy during crisis, or adapts their communication style to work effectively with different personality types.
• Leadership qualities: Recognize employees who demonstrate leadership potential, like strategic thinking, or the ability to inspire others and create positive change within their teams. 

The organizations with the lowest turnover don't necessarily pay the most or offer the flashiest benefits. They create cultures where employees feel heard, supported, and challenged in the right ways.

Start with honest conversations about what your employees actually experience at work. Then make the changes necessary to address their real concerns—not the polite feedback they give in formal surveys.