The Wave of “Revenge Quitting”:

What It Means for Employers and Employees in 2025

The workplace has been a whirlwind of change in the past few years, with trends like "quiet quitting" dominating headlines. Now, as 2025 approaches, another phenomenon is set to shake the employment market: “revenge quitting.” Coined as a dramatic buzzword, the term refers to employees who feel undervalued or stuck in their roles and are ready to resign as soon as better opportunities arise. This movement is underpinned by compelling statistics. A recent survey by Glassdoor found that nearly two-thirds of professionals in the United States feel stuck in their careers, with many signalling intentions to quit once the job market improves. The sentiment isn't limited to the US; similar trends are emerging globally, including in New Zealand.

Closer to home, a poll revealed that 59% of New Zealand employees plan to seek new jobs when the employment market becomes more favourable. This dissatisfaction reflects a broader issue: employees are quietly enduring roles that no longer fulfil them, waiting for the right moment to leave. For employers, the message is clear: complacency could come with a high price. The year 2025 may see a resurgence of mass resignations reminiscent of the “big quit,” unless organisations actively address employee satisfaction and retention strategies.

The driving force behind revenge quitting is often linked to a mismatch between employee expectations and workplace realities. The pandemic reshaped how employees view their careers, with many now prioritising flexibility, growth opportunities, and workplace culture. When these expectations aren’t met, discontent brews. This highlights a critical area for employers to address—not just reacting to immediate concerns but building environments that align with evolving employee values and needs.

“The key message for employers is to avoid complacency and, as always, to do right by your people.”

In a recent NZ Market Update, Shannon Barlow, Managing Director of Frog Recruitment NZ, unpacked the concept of revenge quitting and its implications for the workforce. Kicking off the NZ Market Update, Barlow acknowledged the dramatic flair of the term but quickly pointed out its relevance: “These American buzzwords are getting dramatic, aren’t they? But actually, it turns out a little less dramatic than you’d think.”

She shared that revenge quitting, while striking in name, largely stems from employees feeling stuck or undervalued—a trend confirmed by local data. “Glassdoor has found that almost two-thirds of professionals feel stuck in their careers in the US, and it’s likely to lead to a wave of resignations in the year ahead. Actually, those stats match what we’re experiencing in New Zealand,” Barlow explained.

Barlow highlighted that this isn’t simply a case of employees seeking greener pastures; it’s about systemic dissatisfaction. “Us Kiwis probably wouldn’t call that revenge quitting—more like, ‘I’m not completely happy here, but I don’t like my chances of finding something better right now. So I’ll stay put, but once the tide turns, I’m catching that wave.’” This framing underlines the calculated approach many employees are taking, balancing short-term compromises with long-term ambitions.

For employers, this should serve as a wake-up call. Barlow noted the importance of addressing employee satisfaction before external conditions shift. “The key message for employers is to avoid complacency and, as always, to do right by your people,” she advised. Whether it’s through fostering a culture of recognition, improving communication, or offering career development opportunities, the goal is to pre-empt dissatisfaction before it manifests in resignations. Organisations that fail to do so risk facing a talent exodus just as the market becomes more competitive.

Additionally, the NZ Market Update touched on how organisations can monitor and adapt to emerging trends. Regular engagement surveys, transparent communication, and fostering a sense of purpose within teams were highlighted as essential tools to mitigate the risks associated with revenge quitting. By understanding what drives employee decisions, companies can take proactive steps to retain their workforce and avoid being caught off-guard.

Preparing for the Future

The rise of revenge quitting underscores the importance of cultivating a workplace that prioritises employee well-being and satisfaction. Employers can take several proactive steps to ensure their teams feel valued and motivated:

1. Foster Career Growth: Many employees cite feeling “stuck” as a primary reason for dissatisfaction. Providing opportunities for professional development and clear career pathways can address this issue head-on.
   
   
2. Recognise Achievements: Regular recognition of employees’ efforts—whether through verbal appreciation, bonuses, or promotions—can boost morale and loyalty.
   
   
3. Encourage Feedback: Create an environment where employees feel safe to share their concerns and suggestions. Acting on this feedback demonstrates that their opinions matter.
   
   
4. Prioritise Work-Life Balance: Flexible work arrangements, mental health support, and a focus on balance can go a long way in retaining staff.
   
   
5. Stay Competitive: Regularly review salaries, benefits, and perks to ensure they align with market trends and employee expectations.
   
   

As 2025 approaches, revenge quitting signals a warning for employers to re-evaluate their workplace practices. By taking steps to address dissatisfaction and foster a supportive environment, businesses can not only retain their top talent but also position themselves as leaders in employee engagement. The coming year presents challenges, but with the right strategies, it can also be an opportunity to build stronger, more resilient teams.

𝗙𝗶𝗻𝗱 𝘁𝗵𝗲 𝗷𝗼𝗯 𝘆𝗼𝘂 𝗹𝗼𝘃𝗲 𝗜 𝗙𝗶𝗻𝗱 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝘁𝗮𝗹𝗲𝗻𝘁
Get in touch with Frog Recruitment today.
www.frogrecruitment.co.nz I 0800 GO FROG