Signs An Employee Is About To Quit

Employee turnover can create costly disruptions for any organization, impacting team dynamics, productivity and morale. The departure of a key team member often leaves the human resources department scrambling to find a replacement, while other team members feel the ripple effects of the vacancy. Fortunately, there are several behavioral changes that managers can recognize as warning signs of an employee’s impending departure. Understanding these subtle cues can empower leaders to take proactive steps to retain valuable talent or, if necessary, prepare for a seamless transition. Let’s dive into these signs, what they might look like in the workplace, and how managers can respond effectively.

Subtle signs of disengagement

One of the earliest warning signs of an unhappy employee is a gradual reduction in their level of engagement with their current job. Employees who once showed enthusiasm in meetings and contributed eagerly to projects may suddenly seem withdrawn or indifferent. This shift can be subtle at first, with an employee showing less interest during team meetings or skipping optional brainstorming sessions. Over time, though, it becomes clear that their level of commitment has diminished, especially if they are making more significant errors like missing deadlines.

For instance, consider an employee who once volunteered to lead complex long-term projects but now avoids taking on anything that involves a significant time investment. A drop in enthusiasm for challenging or forward-thinking projects can indicate that the employee may be contemplating a new job. In other cases, they may begin excusing themselves from optional events or choosing not to engage in team activities with other team members. Such disengagement may stem from dissatisfaction, burnout, or simply a desire to move on to other job opportunities.

How managers can respond

To address signs of disengagement, managers can schedule a private check-in with the employee to better understand their experience and expectations. Asking open-ended questions about their workload, career goals, or overall well-being can encourage the employee to share any concerns they might be holding back. Managers can also use this opportunity to remind the employee of potential career advancement opportunities within the organization that align with their skills and interests. If the disengagement stems from feeling unchallenged, offering a new responsibility or growth path could rekindle their interest in staying with the company.

Increased interest in external job opportunities

Employees who are actively seeking a new job often demonstrate a heightened focus on networking and job interviews outside of their regular responsibilities. They may take more extended lunch breaks, arrive late, or even request time off for what they might call “personal appointments.” In some cases, the human resources department may notice updates to their LinkedIn profile or an uptick in activity on professional networking sites, which can suggest that they are exploring other job opportunities.

While this behavior can be hard to pinpoint, a manager who suspects an employee is looking externally may pick up on subtle clues during casual conversations. Employees who are preparing to leave may even mention career advancement opportunities they have heard about outside the organization, or make comments about the current state of the industry. Although it’s natural for employees to think about their career paths, consistent discussion of outside opportunities can be a sign of impending departure.

How managers can respond

When there are signs an employee is looking for another job, managers should approach the situation with curiosity rather than suspicion. Asking about their career goals within the company and how they envision their long-term projects and contributions evolving can provide insight into whether they feel their goals align with the organization’s direction. If the employee is candid about seeking new challenges, managers might suggest career development programs, mentorship opportunities, or even a path to a new job within the company that aligns with their aspirations.

Changes in work hours and patterns

Another common indicator that an employee might be planning to quit is they start doing noticeably different working hours. For instance, employees who once adhered to a consistent schedule might start coming in late, leaving early, or working remotely more often. Some may request flexible schedules that are atypical for their role, which can sometimes be to accommodate job interviews or networking events. These changes might seem minor on the surface, but they can be especially telling when combined with other behaviors that suggest a lack of engagement.

Changes in hours often reflect an employee’s shift in priorities, whether that means focusing more on their personal lives or allocating time for their job search. High-performing employees, in particular, may feel that they have reached a career plateau and might use this flexible scheduling to explore roles that offer more growth potential.

How managers can respond

When work hour changes are observed, it’s important for managers to approach these changes without making assumptions. Simply asking the employee if there’s anything affecting their schedule or if there’s a specific reason for the shift can open the door to an honest conversation. For employees who express a need for flexibility, companies could offer temporary or permanent flexible work arrangements to improve their satisfaction and potentially reduce turnover.

Declining relationships with colleagues

Employees considering departure often become more isolated from other team members. Team dynamics are essential to fostering a positive company culture, and a disconnect from these dynamics can be a sign of detachment. For instance, employees who once joined team lunches or engaged in friendly banter may now seem withdrawn, keeping conversations purely professional and limiting their interactions to what’s absolutely necessary.

This detachment might stem from a feeling of dissatisfaction with the company culture or a personal desire to distance themselves from the team emotionally before making their exit. Employees may also be processing personal concerns, as an impending job change can bring up anxieties about how to transition smoothly without affecting their relationships with other team members.

How managers can respond

Managers who notice a disconnect in team dynamics can step in to facilitate team-building activities or encourage the employee to voice any concerns. If the employee seems open to discussing their disconnect, managers can also explore whether there are issues with the company culture that might be addressed, such as workload distribution, work-life balance, or feelings of inclusion. If the employee values these connections, reaffirming their role and helping them reintegrate with the team can reinforce their sense of belonging.

Reduced interest in career development

When an employee begins to lose interest in career advancement opportunities, it can be a subtle but telling sign that they are disengaging from the organization’s vision. Employees who reject offers for training, certifications, or even promotions may do so because they are mentally checked out and no longer interested in growth within the company. This pattern is particularly noticeable among high-performing employees who were once eager for new challenges.

Employees who are uninterested in career development opportunities may not see a path forward within the organization, or they may feel undervalued. By refusing growth opportunities, they may be signaling that they’re looking elsewhere for a role that aligns with their personal and professional aspirations.

How managers can respond

Managers can address this behavior by having a candid conversation with the employee about their career goals. Questions about where they see themselves in the next few years or what skills they would like to develop can help managers assess whether the employee’s goals align with the company’s vision. For employees who express interest in more meaningful opportunities, providing additional responsibility or leadership roles within existing projects may renew their commitment to the organization.

The impact of mental health on job satisfaction

Employee mental health plays a critical role in their engagement and overall satisfaction with their role. Employees experiencing high stress levels, burnout, or declining mental health may feel disconnected from their work, leading them to seek a change. Managers might notice that employees who were once highly engaged start to show signs of anxiety, irritability, or emotional fatigue, all of which can reflect an underlying dissatisfaction or detachment from their current role.

When mental health challenges go unaddressed, they can lead to higher employee turnover as affected employees seek roles that better support their well-being and personal lives. Mental health-related signs are often more challenging to address directly, as they require sensitivity and discretion, but they can be some of the most significant indicators of an employee considering departure.

How managers can respond

Encouraging open conversations around mental health and promoting a culture of support can make a substantial difference. Managers should regularly remind employees about resources available through the human resources department, such as counseling or wellness programs, to support their mental well-being. Sometimes, employees facing burnout may benefit from temporary adjustments to their workload or schedule to regain their sense of balance. Providing this support can often re-engage employees, reducing the likelihood of them seeking other roles for relief.

Recognizing the signs that an employee may be preparing to leave is only the first step. To proactively retain talent, organizations should focus on fostering a positive company culture that emphasizes growth, well-being, and open communication. Regular feedback sessions, individualized career development plans, and a commitment to mental health can all contribute to a work environment where employees feel valued and engaged. Additionally, creating opportunities for career advancement for star employees and offering flexible work options can address some of the primary motivations behind turnover.

By being attentive to behavioral shifts and addressing the underlying concerns, managers can often turn a potential departure into a renewed commitment, helping to reduce employee turnover and maintain a stable, motivated team.