Longstanding workplace issues such as mistreatment, the normalization of toxic behaviour and a lack of accountability for workplace culture have fuelled a growing trend known as revenge quitting.

This phenomenon, on the rise since the 2000s, sees employees leaving their jobs not just for better opportunities, but as a form of protest and self-preservation against unfair treatment.

In the past, fear of economic ruin, social stigma and valuing job stability over personal dignity kept many employees from quitting under such circumstances. However, unprecedented inequality and other geopolitical risks are causing an increase in revenge quitting and similar behaviours.

Companies that want to address this issue have much to gain, but they must go beyond diversity, equity and inclusion (DEI) or human resources strategies. Creating a genuine sense of belonging can reshape workplace culture, boost engagement and overall business success.

When employees resign as a final act of protest against toxic workplace conditions, the impact on organizations can be significant. One of the most obvious consequences is financial loss. Sudden departures lead to expenses related to recruiting, hiring, training, as well as lost productivity and project disruptions.

Organizations also lose valuable institutional knowledge and skills when experienced employees quit, hampering innovation, continuity and long-term strategy.

The abrupt departure of employees also sends a powerful message to remaining staff, potentially leading to decreased morale, trust and engagement.

High-profile cases of revenge quitting can also damage an organization’s reputation, affecting customer relationships and investor confidence.

Finally, revenge quitting can have lasting consequences on workplace culture. If the toxic behaviour that caused the resignation remains unaddressed, remaining employees may become disengaged,........

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