40 Employee Retention Statistics Every HR Leader Should Know

Employee retention has shifted from being an issue solely for HR heads to a primary concern for the whole business. Keeping talent shortages, rising hiring costs, and shifting employee expectations in mind, retaining the right person is a crucial factor in maintaining stability and driving growth.

In this situation, understanding the latest employee retention statistics helps decision-makers gain insights into market conditions. The article highlights 40 employee retention statistics to help HR leaders identify key areas for focus.

Employee Retention and Turnover Trends

• In the U.S., voluntary employee turnover has declined, averaging 13% between 2024 and 2025. This represents a steady decline from 17.3% in 2023 to 13.5% in 2024.
• Despite lower overall turnover, workforce mobility remains active. The national quit rate increased to 2.1%.
• High-performing companies typically maintain an average employee retention rate of around 90%, corresponding to a 10% annual turnover rate.
• In 2025, amid expected wage growth, replacing an employee earning $50,000 annually can cost $16,500 or more, considering hiring, onboarding, and productivity losses.
• Replacing managers and leaders can cost up to 200% of their salary, while frontline employees average 40%, and technical professionals around 80% of their annual pay.
• From 2000 to 2005, the U.S. quit rate averaged 2.01%, peaked at 3% in November 2021, before declining to 1.8% by October 2025.
• In October 2025, quit levels remained stable at 2.9 million employees, showing signs of moderation after years of high volatility.
• Retention is a top concern for companies, with 62% of employers considering it as their biggest workforce challenge.

Employee Job-Seeking Behavior and Attrition Risk

• Across the entire U.S. workforce, job-seeking intent remains high, with 51% of employees either actively seeking new jobs or closely monitoring external opportunities.
• The general employee sentiment studies indicate that the attrition risk is high, with 56% of employees reporting that they are considering leaving their current jobs.
• 77% or more of those who left voluntarily were either hired within three months of their search or had quit without engaging in any active job-hunting.
• Of those who quit, almost 42% of employees believe that better organizational support and management practices could have influenced their decision to leave.
• With 41% of employees intending to search for a new job actively, and another 24% remaining undecided, employee fluctuations continue to be a significant problem.
• In 2026, 34% of employees are expected to seek new jobs, and an additional 22% may be considering a move.
• Employee turnover during the early stages of employment has been a persistent and significant issue, accounting for nearly 40% of the overall turnover.
• Retention problems are particularly severe among wage workers, as only 29% of them indicate that they will remain with their current employer for the following year.
• In India, the need for flexibility has become a key criterion, as it is reported that 52% of employees.

Career Development and Internal Mobility Statistics

• 93% of workers would choose to remain in a company that invests in their career development.
• Those who receive an internal move within the organization within two years will have a strong retention rate of 75%. In contrast, the retention rate of employees who did not change positions is only 56%.
• Around 19% of workers cite a lack of opportunities, development, and career growth as the main reason for their departure.
• A very low percentage of managers (14%) totally agree that their companies offer good career development opportunities.
• 69% do not consider advancement or promotion opportunities as an essential factor in deciding to stay with a particular employer, as they would rather have learning opportunities, support, and a good daily experience.
• According to global workforce research, the concern of retaining employees remains a problem for most companies, with 88% acknowledging this concern. Learning and development is the strategy ranked first by companies for overcoming this issue.

Manager Impact on Employee Retention

• According to a survey, 70% of U.S. workers would quit their jobs if they had a bad manager. 
• 74% of employees with an excellent relationship with their manager are willing to stay in the company with lower pay, compared to only 37% for those with a neutral relationship.
• Nearly 45% of employees who voluntarily resigned from their positions reported that no manager or leader initiated a conversation about their performance, job satisfaction, or future during the three months preceding their resignation. 
• Employee turnover related to management has reached the highest level in six years, highlighting systemic gaps in people management, coaching, and leadership capability.

Employee Engagement, Recognition, and Burnout

• 71% of employees state that more frequent recognition would make them less inclined to leave their organizations.
• 41% of employees admit to currently suffering from burnout, prompting them to consider resigning.
• One-third of workers believe that the mental health support in their workplace is inadequate, and they are demanding more active involvement from their employers.
• Only 41% of organizations think their wellbeing programs are genuinely effective.
• Employees who perceive their employer as truly caring are 92% more likely to be engaged, 65% more likely to stay loyal, and 56% more likely to be productive.
• Employees who believe their pay is fair are 2.5 times more likely to be engaged. Yet, only 17% think their pay is fair.

Emerging Employee Retention Trends

• 4% of full-time workforces said they took the “revenge quit” route in 2025. The number is higher among hybrid workers (7%), managers (6%), and in certain sectors, such as marketing and advertising (16%), IT and tech (11%), and media and entertainment (7%).
• 63% of all exits are due to preventable reasons, such as ineffective management, poor work-life balance, and career stagnation.
• Exits due to work-life balance issues increased by 12%.
• Only 6% of senior HR personnel consider it a norm always to conduct exit interviews, effectively reducing organizations' ability to identify and address the root causes of attrition.
• Only 54% of leaders believe that salary alone is sufficient to retain people.

Conclusion

All the data mentioned above highlights that employees in various sectors leave their jobs for reasons such as leadership quality, career growth, recognition, and work-life balance, all of which can be avoided seamlessly.

Creating an engaged and strong workforce is a challenge that extends beyond implementing retention programs. It requires accountability from leaders, informed decision-making, and constant listening.

Companies that apply these insights can easily keep their talented employees and also create workplaces where people would love to stay and develop their skills.

FAQs

How to calculate employee retention?

To calculate employee retention, take the number of employees who stayed during the interval and divide it by the number of employees at the beginning. Then, multiply the result by 100.

What causes high employee turnover?

High employee turnover results from a variety of factors, like a mismatch with the company culture, an imbalance between personal and work life, a lack of appreciation, low pay, burnout, and a lack of career prospects. 

How does career development impact retention?

If a company focuses on career development, such as providing adequate opportunities for internal advancement, skill development, and personal growth, it leads to increased employee retention.