15-07-2025
Why Employees Who Won't Quit Are a Hidden Risk
Unhappy Workers
Have you ever wished one of your employees would quit so that you wouldn't need to have one of those extremely uncomfortable conversations with this person? If so, you're not alone.
Many leaders have mastered the skill of avoidance. In fact, they're so good at avoiding any kind of conflict that they could teach a masterclass on this topic.
A few years back, when the job market was humming, you could pray this person would leave and most likely your prayers would be answered. If your prayers weren't answered, you could help push your person along by asking a headhunter friend of yours to reach out to them to discuss a job listing that would be a step up for them.
Fast forward to today and those days are a distant memory. In a reversal from the Great Resignation, we now have the Great Stay—deeply unhappy employees who refuse to leave. Economic uncertainty has resulted in a workforce that's staying put out of fear, not loyalty or employee satisfaction, which is presenting hidden risks for organization.
The 'Great Stay': What the Heck is This All About?
Employees, in record numbers, are remaining in jobs they dislike (or even hate) but are unwilling to leave due to high levels of anxiety about the economy and job market instability. After record-high quite rates in 2022, dubbed the 'Great Resignation', quit rates have now dropped below pre-pandemic levels.
The Numbers Don't Lie
Here are the facts:
The Hidden Risks of Reluctant Retention
When workers feel dissatisfied with their jobs, they often become complacent. They do what is needed and little more. Innovation? Forget about it.
These employees are less productive and more prone to burnout. They are often verbal and can turn an engaged team into a disengaged workgroup overnight.
When the economy improves (and it always does) a mass exodus could catch your company off guard and create serious damage, especially when key players are the ones leading the pack.
What Bosses Can Do
Address performance issues in real time: Hoping performance problems will go away on their own is not a strategy. Teach your leaders how to handle difficult conversations and hold these leaders accountable.
Be proactive: Don't assume retention means satisfaction. Up your communication. Do what I call 'Time out for a Coffee' sessions. This is where you invite people into your office weekly to chat over coffee. And if you're feeling especially generous, you may want to consider serving some snacks. Do less talking and more listening, so that you can get a beat on how your people are feeling about things at work.
Get to the core of the matter: Address root causes. It's no secret that employees are seeking career development, workplace flexibility, equitable compensation and strong leadership. Give people what they need, and you'll be able to turn reluctant stayers into loyal contributors.
Prepare for the future: Build a solid culture where employees love to work and customers love to do business. By doing so, you'll be prepared to withstand the next wave of voluntary departures.
The 'Great Stay' may look great on paper but could very well be a ticking time bomb. Ignore this phenomena at your own peril.
