What Is Revenge RTO, And Why Is It Rising In The Workplace?

Forbes

14-05-2025

Revenge RTO is a pattern of passive-aggressive behaviors from employees getting back at employers ... More because they feel forced to return to the office.
I wrote a story for Forbes.com last December in which experts predicted that revenge quitting would peak in 2025, and boy has it ever. In many cases, it's taking a slightly different form known as the Revenge RTO trend. As companies mandate more days in office, there's a rising trend of employees finding passive-aggressive ways to get back at leadership in the workplace.
The experts I spoke to were correct. Revenge quitting is on the rise. In fact, it's the top career trend of 2025, according to some sources, showing that 28% of employees expect it to happen at work this year. And workers are not slipping away quietly. They're making sure their exit is seen and heard, leaving loudly and dramatically over unmet promises, RTO mandates and toxic cultures. Examples of revenge RTO are coming in late, leaving the office for lunch, leaving the office early, taking home office snacks and more.
So, what's behind this trend? According to experts at Hogan Assessments, the key lies in understanding the deeper disconnect between employees and their workplace. "Revenge quitting isn't just about frustration over daily tasks—it's a breakdown in communication and a failure to align employee aspirations with company culture,' explains Dr. Ryne Sherman, chief science officer at Hogan Assessments and co-host at The Science of Personality podcast. 'The good news? It's preventable.'
While many companies might consider perk policing, I spoke with leaders--like Annie Rosencrans, HiBob director of people and culture--who believe, instead, that employers should think about the ways workers may be feeling unheard or overlooked when it comes to their needs for flexible schedules and better employee appreciation.
'Signs of revenge RTO can include taking home office snacks or supplies, coming in late and leaving early or stepping out of the office for lunch or a workout class," Rosencrans stresses. "Employees are taking time away from the office in a stance against leadership as a result of feeling overlooked and underappreciated for the lack of flexibility.'
When we spoke through email, Rosencrans shared with me why flexible work is so important and offered tips to make in-office days more meaningful to employees. 'Revenge RTO is becoming the norm as in-office mandates become stricter and as many companies abandon the flexibility that was once promised to employees,' she told me. 'Employees are also feeling that the return to office requirements haven't resulted in more meaningful connection with their colleagues.'
Rosencrans cites a recent study showing that only 31% of employees feel connected at work. She says employees perceive their companies as not prioritizing employee morale and improved experience even as in-person days become required, leaving teams resentful and wondering why they're in the office at all.
'Flexibility is key in work-life balance and many employees need and expect these accommodations.,' Rosencrans asserts. 'It's crucial to creating an inclusive workplace that values both employee morale and productivity. While taking snacks and leaving the office early may seem minor, it can be a sign of deeper team disengagement.'
She points out that in order to truly understand the needs of employees, leadership should solicit team feedback through anonymous surveys, one-on-one meetings or town hall gatherings. 'The results can help companies better frame their workplace models to avoid potential backlash and employee resentment, creating a stronger company culture as a result,' she notes.
Sherman at Hogan Assessments emphasizes companies that successfully retain their top talent have one thing in common: they take a proactive approach to employee engagement. 'Rather than scrambling for short-term fixes, they address core issues before employees feel the need to make a statement with their resignations," he says. Sherman has identified three key strategies for leaders to retain top talent and prevent costly exits.
'Remote work flexibility, work-life balance, growth opportunities and employee well-being are no longer perks—they're non-negotiables,' according to Sherman. 'When these expectations aren't met, employees don't just disengage, they make high-impact exits that disrupt teams and shake up workplace dynamics.'
He insists that organizations must adopt transparent policies, offer genuine flexibility and establish open feedback channels to stay ahead, adding that employers who listen and adapt to evolving employee needs will not only boost retention but also strengthen their employer brand.
'Poor leadership is a fast track to revenge quitting. Toxic or absentee management styles drain morale, increase burnout and drive talent away,' Sherman states. 'Employees who feel unsupported or undervalued by their managers are significantly more likely to leave—and they'll make their dissatisfaction known. In fact, a recent Gallup report highlights that managers are the linchpins of engagement, with 70% of team engagement attributed to the manager.'
Sherman cites the flip side where teams led by calm, organized and empathetic managers report three times higher engagement, adding that investing in leadership development isn't just beneficial—it's essential.
Sherman is convinced that when companies cultivate an environment of trust, inclusion and mutual respect, they see tangible benefits: improved innovation, higher productivity and, most importantly, greater talent retention. 'Creating psychological safety isn't just an HR initiative—it's a business imperative,' he concludes.
Nearly half of American workers are seeking new employment this year, hitting a 10-year high. After waves of layoffs, harsh return-to-office mandates and skyrocketing workloads, employees are no longer staying quiet. They're leaving abruptly and loudly, fighting back against big business for not considering their work flexibility and work-life balance.
Sherman predicts that the most successful organizations with talent retention will be those that embrace authentic leadership, meaningful engagement and a culture of trust. As the workplace evolves, those companies that fail to adapt risk losing their most valuable asset: their people. Sherman believes that businesses that get this right won't just prevent revenge RTO quitting, they'll set the gold standard for workplace excellence in the years to come.