Why Employees Leave: What Companies and Workers Get Wrong

The decision to quit rarely happens suddenly, and almost never for just one reason. More often, it’s a long journey—full of doubts, internal conversations, disappointments, and attempts to “hold on a little longer.” People leave when they no longer recognize themselves in their work. When what once inspired them loses its meaning. When the dread of Mondays becomes a pattern, and the company’s values begin to sound like empty slogans, detached from reality.

Everyone has a personal story of saying goodbye to a place that once felt “just right.” But if you look closer and analyze those stories, common themes, patterns, pains, and challenges begin to emerge between the lines. This article explores those trends—global and local, personal and societal.

What Global Research Tells Us

Despite cultural and economic differences, the reasons why people quit are often similar around the world. Statista’s analytics from 2021–2022 highlight several key motivators:

• Low salary. “I work more than I get paid for” is one of the most common internal dilemmas. For many, salary is a direct indicator of value. When compensation doesn’t grow alongside responsibility, it creates a sense of being undervalued.

• Lack of career growth. This isn’t just about upward movement—horizontal development matters too: involvement in new projects, learning opportunities, expanding skills, etc.

• Disrespect or a toxic environment. Company culture is a critical factor—it either retains people or drives them away. Humiliation, micromanagement, discrimination, ignored boundaries, and a lack of emotional safety all lead to deep dissatisfaction and break trust. This is especially noticeable in hybrid work environments, where psychological distance from leadership is already significant.

• Lack of flexibility. This isn’t just about remote work; it’s about the trust to self-manage time, the balance between personal and professional life, and individualized arrangements that reflect real-life circumstances (e.g., childcare, education).

These factors remain highly relevant in 2025. Moreover, according to Forbes, professional stagnation is increasingly cited as the leading reason for resignations, as it leads to burnout. Around 40% of HR professionals report a rise in emotional exhaustion—a trend that shows no signs of slowing down.

The Ukrainian Reality: War Changed Everything

The full-scale war didn’t just reshape the labor market—it changed people. Priorities that once seemed essential are being reassessed under the weight of prolonged stress, loss, displacement, and constant uncertainty. In these conditions, basic needs come to the forefront: safety and stability.

According to Gradus Research, in 2024–2025, the key factors that can keep Ukrainians in their jobs include financial stability and work-life balance (46%). This shows that during times of crisis, people seek something to rely on—not only financially but emotionally as well. More and more, Ukrainians are choosing not just an employer but a supportive environment.

Other key retention factors include:

• Team atmosphere (33%)

• Flexible schedules (27%)

• Opportunities for professional development (23%)

These aren’t just “perks”—they’re responses to real-life circumstances. Some employees are returning from military service, some are supporting children through online schooling, others live in new cities but don’t want to lose their jobs. All of this must be taken into account.

Employers are also noticing new expectations: candidates want to work for companies that don’t turn a blind eye to reality. Increasingly, job seekers ask during interviews:
“Does the company support the Armed Forces of Ukraine? Do colleagues return after military service? How does the company respond to the challenges of war?”
These are informal tests of corporate values.

Who Is the Modern Ukrainian Employee?

• Seeks meaning, not just a paycheck. They want to be part of something bigger. They want to see how their work impacts the team, clients, and society.

• Values emotional well-being. Safety, respect, trust, and healthy communication are no longer “nice extras”—they’re fundamental expectations.

• Needs flexibility. Working from home, flexible hours, and work-life balance are critical in wartime reality.

• Is value-driven. Social responsibility, a transparent stance on the war, and support for employees are just as important as financial rewards.

• Wants space for growth. They want to learn, experiment, and evolve—even in times of uncertainty.

Behind the Decision: What Really Drives People to Leave?

In the new episode of For HR on YouTube, we uncover what usually doesn’t make it into official reports.
Why are employees leaving in 2025? How are war, exhaustion, and disillusionment reshaping our relationship with work?
We talk about the real reasons—from emotional burnout to a loss of meaning, from toxic environments to the feeling that “this was the last straw.”
The episode features real employee stories, honest confessions from HR professionals, expert commentary, and leadership insights.