The New Workplace Reality: Why are 90% of Employees Open to Leaving
I recently ran a poll, and it revealed a striking truth about today’s employment climate:
65% of respondents said they would explore new opportunities for a healthier, more transparent workplace.
25% said they’d “keep an eye out.”
Only 9% said they’d stay put for security.
That means 9 out of 10 people are at least somewhat open to leaving their current jobs, even in a time when job security is often top of mind.
So, what’s behind this shift, and what should employers take from it?
- The Quiet Crisis Beneath the Surface
For years, organisations have measured employee engagement and satisfaction through surveys, pulse checks, and exit interviews. Yet many continue to miss a crucial signal: people don’t leave companies only for pay or promotions; they leave for healthier cultures and honest communication.
The poll’s wording, “a healthier, more transparent work environment” is revealing. It suggests that employees are craving clarity, authenticity, and psychological safety far more than perks or even pay raises.
In a world still reeling from burnout, economic uncertainty, and rapid organisational change, transparency has become a form of stability. When leaders are honest even about challenges, employees feel more secure, not less.
- The Trust Gap
Only 9% of respondents said they’d stay where they are for the sake of security. That number should concern every employer.
It signals a deep trust deficit not necessarily in individual managers, but in business. Employees are increasingly sceptical of opaque decision-making, inconsistent communication, and “performative” well-being initiatives that don’t translate into meaningful change.
When people no longer trust leadership to be open or fair, they quietly disengage. They may not resign immediately, but they begin browsing job boards, networking discreetly, or doing only the minimum required to get by the phenomenon often labelled “quiet quitting.” or the new term “job-hugging”
- What Employers Should Be Worried About
This level of openness to leaving has far-reaching implications:
- Retention risk: Losing even a small percentage of key performers can derail momentum and drive up replacement costs.
- Cultural contagion: Disengagement spreads quickly. When employees see peers leave for “healthier” environments, they start questioning their own choices.
- Reputation risk: Employer branding is transparent now. Sites like Glassdoor and LinkedIn make it easy for candidates to identify which companies genuinely value their people and which just talk about it.
Put simply, if 90% of a workforce is open to leaving, that is not a turnover problem; that is a trust problem.
- What Great Employers Are Doing Differently
Leading organisations are already adapting. They’re moving beyond one-off perks and focusing on long-term cultural health.
- Radical transparency: Sharing business updates, decision rationales, and even financial realities builds trust, not fear.
- Authentic well-being initiatives: Flexible work options, mental health support, and realistic workloads matter more than slogans.
- Manager training: Many trust breakdowns happen at the middle-management level. Empowering leaders with empathy and communication skills pays off fast.
- Recognition and inclusion: People stay when they feel seen, valued, and part of something larger.
Transparency is no longer a corporate buzzword; it’s a retention strategy.
- A Call to Action for Leaders
The modern workforce is redefining what loyalty looks like. It’s no longer blind commitment, it’s earned trust.
When employees believe in their organisation’s integrity, they’ll stay through tough times. When they don’t, no amount of “stability” will convince them to stay.
The challenge and opportunity for leaders today is simple:
Build workplaces people don’t want to escape from.
With over 24 years of recruitment experience spanning both the UK and international markets, Jacqui Wall brings a wealth of knowledge and leadership to her role as Head of Ashley Kate HR & Finance.
Jacqui joined Ashley Kate HR in 2015, following a successful career managing teams within PLC agencies before specialising in the Permanent and Interim HR market. She now leads a dedicated team of HR and Finance recruiters, while personally focusing on the recruitment of senior HR professionals across the Midlands and North of England.
Jacqui’s key objective is to drive the growth and development of the Ashley Kate team in alignment with the Nicholas Associates Group’s wider strategic business plan. Passionate about delivering a fully rounded service, Jacqui takes great pride in building long-term relationships with clients and candidates alike – founded on trust, expertise, and exceptional service.
