Tell-tale signs that your workers are ready to quit

If it’s surprising that your employee has handed in his resignation, you haven’t paid attention. People don’t quit on a whim. The decision has been simmering and building for a long time. An empathetic supervisor would have seen the red flags early on and taken proactive steps to remedy the situation.

There’s no excuse for a manager to miss the signs of a disgruntled, disconnected employee. The big quit trend has seen 4 million workers quit their jobs on a fairly regular basis. The massive worker attrition rate should put all bosses on high alert.


The costs of not knowing the state of mind of your workers are exorbitant, in time and money. Writing a job description, retaining recruiters, posting jobs online, finding, screening and onboarding candidates can take three to six months. With inflation raging, the price of a new employee will be significantly higher than what the person who left earned.

The Society for Human Resource Management, the largest human resources organization, has conducted research to determine which actions predict that a person may leave the company. For these ignorant bosses, here are the red flags you need to watch to see if your team is feeling disconnected and considering leaving for another opportunity.

  • Labor productivity has declined more than usual.
  • The person behaves less like a team player than normal.
  • They performed the bare minimum of work more frequently than in the past.
  • The staff member has been less interested in pleasing his superior and is unwilling to commit to long-term timelines.
  • The person exhibits a negative change in attitude, makes less effort and clearly lacks motivation.
  • They focused less than usual on job-related matters and more frequently express greater dissatisfaction with their job and their supervisor.
  • They leave work earlier than usual.
  • There has been a loss of enthusiasm for the mission of the organization.
  • Interactions with co-workers and customers have decreased significantly.


Forced return to office

If the company is only in position with no other choice, the one-sided policy immediately creates a problem for a large percentage of employees. After two years of working remotely, people got used to the autonomy they had in their day-to-day lives. They cultivated hobbies and reconnected with spouses, partners, children, friends, neighbors and the community. Remote employees have built a better work-life balance. Now it’s all gone and they’re angry and resentful.

Managers need to give reasons why employees should come back to the office. They should consider increasing their salary to offset travel and the high costs of eating breakfast, lunch, and sometimes dinner at restaurants, instead of buying in bulk while at home.

People want choices. If a company refuses to offer hybrid, remote, flexible mobility, relocation to other cities or states at the same pay rate and other work styles, you will have a disgruntled and disengaged workforce, in which a large part of the population is actively looking for a new job.


If your employees arrive late at work, take a lot of sick days, rush for long lunches, take frequent breaks with the smartphone – probably calling recruiters – and sneak out of work before 5 p.m., you have a big problem. of brewing.

Remote and hybrid panels

Pay close attention to how your staff approaches video meetings. If your team members consistently arrive late on Zoom calls, have a messy background, poor lighting, lackluster sound quality, and spotty internet connectivity, as well as disinterested demeanor, it’s a sign of Warning. This doesn’t necessarily mean they quit immediately, but it does demonstrate that they’ve lost interest, lack passion and motivation, and are mentally checked out.

A worker who seemed disconnected and apathetic begins to walk into the office or on the video displaying a brand new elegant corporate outfit, a happier aurora and is unfazed by the tasks or criticisms given. A naive supervisor will feel like the person has pulled themselves together, due to their great management skills. The reality is quite the opposite. No one cares anymore. They have decided to leave, but hide their actions, so no one knows what they are planning. It could also indicate that they have another job lined up and are happy to resign shortly to start a new chapter in their professional life.


How a manager can make a difference

By noticing these and other warning signs, you can intervene before it’s too late and the person leaves. Consider having a one-on-one with the employee, a “stay-by” interview. Tell them how much you appreciate them. Share what their career progression will look like. Offer a lateral change within the company, a promotion, a raise, a bonus or a job creation to provide more challenging responsibilities.

Send out micro-surveys to find out how people feel about the work environment. Ask for feedback on improving working conditions. Listen to employees as they share their opinions and advice. Don’t take it as a personal attack.

Organize bonding exercises, such as get-togethers, retreats, camping or rafting trips, to build teamwork. Organize video meetings to connect workers in the office and remotely. Celebrate the victories. It could be a pizza night or a group outing for a picnic in the park. The goal is to create camaraderie and a fun environment. People are much more likely to stay with an organization if they have strong ties to a small core of work friends. Implement the initiatives and solutions offered by employees in their feedback to demonstrate that you care about them and want to keep them happy and engaged.


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