It almost always starts the same way: a termination letter flutters into the mailbox, a brief meeting is scheduled, a polite handshake, and a person leaves the company. At first glance, the reason seems clear: higher salary, career move, perhaps a conflict that was already known. However, there is a story behind many departures. Often one that has been foreshadowed long before.
Exit surveys as an early warning system
Exit surveys serve a dual purpose: they not only document why people leave, but also show companies very precisely where they need to take action in order to retain others.
That is why we analyze "the reasons for leaving" for many companies of various sizes and industries every year and consolidate them into a benchmark. The results for 2024 paint a picture that confirms familiar factors and holds a few surprises.
In addition to temporary positions and regular retirements, career development is probably the best-known factor for resignation.
Other main reasons for termination include:
These figures show that it is not the top performers who are leaving, but those who want to become top performers in the near future.
For companies, this means that people want to grow. If no opportunities can be found internally, employees will look for new paths externally.
Sometimes it really is “the boss” – or “the team.”
Our data shows:
Leadership therefore remains one of the most powerful levers for retention. Overworked and insufficiently trained managers can be a driver for resignations. At the same time, good managers can contribute to greater stability and continuity by promoting a positive team atmosphere and smooth workflows.
Among all the reasons mentioned (multiple selections), we see both extremes every year:
People leave companies both because they have too much to do and because they are not allowed to do enough. These are clear indications of structural issues such as a lack of resource management, unclear roles, and inefficient processes.
Health as a reason for termination (multiple reasons selected) rises to 9.9%.
This is consistent with trends in occupational health management: stress, mental strain, unsafe working conditions, and a lack of prevention measures have a negative impact on commitment and satisfaction. Investing in the development of a strong occupational health management system is also worthwhile from a retention perspective.
Although family and care responsibilities are cited as the main reasons in only 0.8 – 4% of cases, their importance increases when considering the evaluations of all reasons cited:
Although it remains unclear what family reasons are the driving force here, it is worth offering employees working models that are as flexible as possible. Ideally, these should take into account different life situations and lifestyles.
With 3.38% as the main reason and 6.8% in the multiple-choice selection, this reflects the need for “me time.”
Companies should strive to offer sabbaticals, sufficient breaks, and working time models that enable a good work-life balance.
In 2024, the figure will rise to 5.14% (main reason) or 6.83% (multiple selection).
At first glance, this may seem unspectacular, but it is a warning sign. After all, those who remain silent often have reasons for doing so. And these reasons are rarely positive. It is worth following up on this in appreciative exit interviews.
Our data clearly shows that retention is less a question of individual benefits and more a question of development, leadership, stress management, and genuine flexibility.
Exit surveys remain the gold standard in this regard: they not only show why people leave, but above all where companies need to take action in order to retain their employees.