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The Great Resignation 2.0:
12 statistics show that employees haven’t moved on

As the Great Resignation continues into its second year, a Gloat Research Group survey shows employee sentiments
about opportunity, purpose, and flexibility remain strong, while HR leaders slowly shift focus toward internal mobility. Download the complete report for an in-depth analysis:

The Great Resignation entered our collective vocabulary in 2021, but new research shows that its impact continues well into 2022. A Gloat Research Group survey of more than 1,300 workers and HR leaders shows that while employee sentiment remains largely unaffected—high burnout rates, disengagement, and the belief that better opportunities exist outside their organization—HR leaders are beginning to take action, with nearly 3 in 4 reporting that new systems of agile work are being studied or implemented to re-engage their workforce. Gloat Research Group’s newest report on the Great Resignation will be coming out in the next few weeks. It is an absolute must-read for anyone seeking insights on how skills visibility and agile skill-building can help retain employees and give them a new purpose during these trying times. Sign up below to receive this detailed report as soon as it’s available.


Employees are still looking to leave their
organizations for growth and opportunities




of employees are looking to leave their organization

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are currently looking for another job, or will start to look in the next 90 days

The sentiment of a mass employee exodus is well-earned. In our second survey, slightly more workers responded that they’re looking outside of their current organization for a new opportunity. Despite companies verbalizing the need for greater internal development and agility, the lack of action has left employees to continue wondering where else their future might be brighter.


More employees see better opportunities elsewhere




of employees believed better opportunities existed outside of their company




believe better opportunities exist outside of their company

Nearly 3 in 4 of all respondents report that they think better growth opportunities exist outside of their companies, an increase from late 2021. Business and HR leaders need to address the challenge of creating, encouraging, and incentivizing internal movement to meet worker expectations.


Employees continue to rank pay and growth
opportunities as their top reasons for leaving


The top two reasons employees reported for voluntarily leaving their jobs were better pay (48%) and desire for more opportunities to grow and do new work (29%).



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The top two reasons employees report for voluntarily leaving their jobs are pay (58%) and the desire for more opportunities to grow and do new work (49%).

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While finding better pay and the desire to grow remained the top reasons for employee departures, both increased over the past year. Without feeling valued—both financially and professionally—workers are hardening their belief that the only way to move up, be it in salary or opportunities for growth and advancement, is to move out. Business leaders have largely yet to tap the strategies of internal mobility, development, and learning to re-engage their workforce.


Workers report they are still feeling burned out




of workers reported
feeling burned out




of workers report they are burned out

The past two years have been difficult, and workers continue to feel the pressure.  A similar amount of employees compared to 2021 report they are feeling burned out. Interestingly, most employees who report burnout also like their job—35.1% in our survey.


Employees overwhelmingly want their work to
align with their values, passions, and interests


61.7% of employees reported it was very important (29.2%) or important (33.6%) for their work to align with their values.

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85.9% of employees reported it is very
important (49.5%) or important (36.4%) for their work to align with their values and aspirations. 

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Companies have the opportunity to continue focusing on corporate and individual purposes to engage their people with meaningful work. Providing agency to workers to directly contribute to tasks that energize them requires a commitment from leadership to institute agile talent strategies while maintaining business-critical functions.


A career disconnect remains between employees and leaders




of workers did not believe their employers took their future interests and aspirations into consideration enough, or not at all




of workers report that their employers do not take their future interests and aspirations into consideration enough, or not at all

With more than half of employees still believing their company isn’t interested in their long-term aspirations, it’s up to leaders to show people how their interests and contributions are valued. As just 10% of HR leaders say that they have the tech and policies in place to connect workers with internal gigs, there is critical work to be done to meet the expectations of the workforce and the need for workers and companies to realize the potential of their employees.

Gloat Research Group’s complete Great Resignation 2.0 Report will be coming out in the next few weeks and is essential reading for understanding how employees are approaching the new state of work, and how organizations can respond to mounting challenges.

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