Calculator/Statistics
Employee Turnover Statistics 2026
The latest turnover data from the Bureau of Labor Statistics, Gallup, SHRM, and the Work Institute. Every figure is sourced. Updated June 2026.
3.2M
Americans quit their jobs each month (2025 average)
Source: BLS JOLTS
$1T+
Annual cost of voluntary turnover to US businesses
Source: Gallup
6-9 mo
Average salary equivalent per mid-level replacement
Source: SHRM
75%
Of voluntary departures are preventable by the employer
Source: Work Institute
52%
Of exiting employees say their departure was preventable
Source: Gallup
2.0%
Monthly quits (voluntary turnover) rate, 2025 average
Source: BLS JOLTS
33%
Of new hires look for a new job within the first 6 months
Source: Jobvite
52%
Of turnover happens in the first year of employment
Source: Work Institute
Turnover Trends: 2022 to 2026
Figures are BLS JOLTS average monthly rates (share of total employment). To approximate the share of staff who leave across a full year, multiply by roughly 12: 2025's 2.0% monthly quits rate corresponds to about a quarter of the workforce voluntarily leaving over the year.
| Year | Voluntary | Involuntary | Total | Context |
|---|---|---|---|---|
| 2022 | 2.8% | 1.0% | 4.0% | Great Resignation peak; quits at record highs |
| 2023 | 2.4% | 1.1% | 3.6% | Normalisation begins; quits fall as hiring cools |
| 2024 | 2.1% | 1.1% | 3.3% | Continued moderation; market stabilisation |
| 2025 | 2.0% | 1.1% | 3.3% | Near pre-pandemic levels; labour market cooling |
| 2026 (proj.) | 1.9-2.1% | 1.1-1.2% | 3.2-3.4% | Expected to remain stable with slight volatility |
Top Reasons for Voluntary Departure
Based on aggregated exit interview data from Work Institute, Gallup, and SHRM:
Career development and advancement
22%The most cited reason across all demographics. Employees who cannot see a growth path leave to find one.
Compensation and benefits
19%Second most common, particularly for mid-career employees. Often the easiest to address.
Manager relationship
16%Gallup data: people leave managers, not companies. Direct manager quality is the strongest predictor of departure.
Work-life balance and flexibility
14%Accelerated post-2020. Return-to-office mandates are a measurable departure trigger.
Workload and burnout
12%Particularly acute in healthcare, technology, and professional services.
Company culture and values
9%Includes misalignment with company direction, leadership trust, and day-to-day culture fit.
Relocation or personal reasons
8%Generally non-preventable. Represents the baseline turnover that every organisation will experience.
Turnover by Age Group
| Age Group | Typical Turnover | Notes |
|---|---|---|
| Under 25 | 35-45% | Highest turnover. Early career exploration, entry-level roles with low switching cost. |
| 25-34 | 18-25% | Peak career mobility. Seeking advancement, compensation growth, and skill development. |
| 35-44 | 12-16% | Moderate. Family and financial obligations increase switching costs. |
| 45-54 | 8-12% | Lower. Established career, approaching peak earnings, increasing loyalty. |
| 55+ | 6-10% | Lowest voluntary rate. Departures are primarily planned retirements. |
The Key Takeaway
Turnover has moderated from the 2022 Great Resignation peak but remains a significant cost centre. The critical insight from the data: 52 to 75% of departures are preventable. That means more than half of your turnover spend is addressable through the right retention investment. The question is not whether turnover costs money. It is how much of your specific turnover cost is preventable and what the optimal investment to prevent it looks like.