Why People Leave Their Jobs: Burnout, Culture, Poor Management, and Lack of Impact

by Nina Cogan , Talent Consultant

“Why did they leave that job?” is a question from clients that always somehow manages to work its way into a candidate presentation. Why is the candidate looking for a job? Why did they leave XYZ organization in 2023? What’s with the “short stints”?

According to a 2023 survey conducted by Career Sidekick , people change jobs every 2.73 years on average, with 42% changing every one to two years. Survey respondents were asked to give rationale as to why they left past roles. Here are some of the results:

• 45% found a new, better job opportunity.
• 43% indicated a toxic work environment/culture.
• 41% indicated a lack of opportunities for professional growth in their current role
• 32% left due to a boss.

In today’s ever-evolving job market, understanding and reducing bias around why people leave their positions is crucial for both employers and employees. It’s easy to look at a resume and quickly pass judgment on someone’s lack of tenure or departure from a certain organization. I want hiring managers to understand that if someone leaves a job abruptly or before a desired period, it doesn’t mean that a candidate will do the same if you choose to hire them. While individual reasons can vary, I often hear the same four factors driving people to quit their jobs: organizational culture, poor management, lack of impact, and burnout.

These are real, legitimate, human reasons that we must acknowledge, approach with empathy, and release judgment around. Most importantly, it’s the responsibility of the hiring manager to prioritize and prevent these four reasons from happening and stop the cycle.

Organizational Culture: The Workplace Environment

The culture of an organization – good, bad, or lack thereof – will significantly impact employee retention. A toxic culture characterized by a lack of trust, transparency, or respect can drive employees to leave. A positive culture that fosters inclusivity, collaboration, and recognition can boost morale and retention. And what if you think you have culture, but when asked, you can’t share examples of how it tangibly manifests? An employee who feels undervalued, isolated, or lacks clarity of culture in their workplace environment will be more likely to search for a company that aligns with their values and offers a supportive, engaging atmosphere. A healthy culture not only attracts talent but also retains it, making it a crucial factor for long-term organizational success.

Poor Management: The Leadership Factor

Management quality is a key determinant of employee satisfaction and retention. Poor management practices (i.e., micromanagement, inconsistent feedback, and lack of support) can erode trust and job satisfaction. Employees thrive under leaders who provide clear direction, constructive feedback, and opportunities for professional growth. When management fails to communicate effectively or support their team’s needs, employees may feel frustrated and undervalued. This dissatisfaction often leads employees to explore opportunities with managers who exhibit better leadership qualities and offer a more supportive work environment.

Lack of Impact: The Search for Meaning

Our work for mission-driven organizations consistently has me interacting with people who have dedicated their lives and careers to meaningful work (however they define “meaningful”). Employees increasingly seek roles that offer a sense of purpose and allow them to make a meaningful impact. When individuals feel their work lacks significance or fails to contribute to broader organizational goals, they may experience disengagement and frustration. The desire to see the results of one’s efforts and to contribute to something bigger than the individual is a powerful motivator. If employees perceive that their contributions are not valued or that their work does not align with their personal values, they may leave in search of positions that offer a clearer sense of purpose and impact.

Burnout: The Exhaustion Epidemic

Burnout has become a buzzword in recent years, but it’s much more than just a term. It’s a state of chronic physical and emotional exhaustion, often accompanied by feelings of cynicism and reduced professional efficacy. According to a 2023 Gallup survey, nearly 70% of employees report experiencing burnout at some level. The constant pressure to meet high expectations without adequate support or recognition can lead employees to feel overwhelmed and depleted. When burnout sets in, productivity drops and job satisfaction plummets, prompting many to seek a healthier work environment where they can regain balance and enthusiasm.

Address the Issues

To mitigate these issues and reduce turnover, hiring managers going through the interview process must:

• Prioritize employee well-being: when sharing more about the organization, promote work-life balance and provide (and invest in) the right support, resources, and people.
• Define your culture and embed it at all levels: strong team and organizational culture entails creating an environment of trust and respect.
• Invest in effective management training: train your team and your leaders to lead with values, support, and effective engagement with their teams.
• Ensure that employees see the impact of their work: help people find their purpose and meaning in their roles, which can enhance job satisfaction and retention.

By addressing these critical factors, hiring managers can create a work environment that not only attracts top talent but also retains it, leading to a more engaged, productive, and satisfied workforce.

Read more from the DRG Blog .