Choosing to leave a job is seldom a simple decision. People depart for a range of reasons, from dissatisfaction with current roles to the desire to push their careers to the next level, even when they are performing well and well regarded by colleagues and managers.
In today’s competitive markets, companies cannot afford to overlook employees who decide to move on or who might consider returning in the future. Many organizations implement alumni or return-to-work programs to stay connected with former staff and to rehire when circumstances allow.
To understand why workers leave and whether they consider returning to a former employer, PageGroup conducted a survey of 1,295 job seekers in Spain. The findings shed light on this common workplace dynamic:
How many people quit a job and why?
About 74% of respondents reported having voluntarily resigned from a position at least once. The reasons cited include the following:
– 40% sought greater responsibility and clearer paths for professional growth.
– 27% were seeking a change, whether advancing to a new role, switching industries, or pursuing a different career direction.
– 24% aimed to improve conditions such as work hours, flexibility, or proximity to home.
One notable takeaway is that reaching a perceived ceiling plays a pivotal role in the decision to leave. Ambitions and career goals may at times exceed what a current employer can offer.
Employers can address retention by accelerating career development and enhancing compensation packages. Yet, when a move is driven by a desire to switch industries or personal circumstances, there may be little a company can do to prevent a departure.
Leaving or changing jobs?
Not everyone who exits a company lands a new job immediately. In fact, 49.2% of respondents said they left at least once without having another position lined up.
Do those who leave voluntarily regret their decisions?
Approximately 79.5% of survey participants indicated they did not regret quitting. The remaining 20.5% shared specific regrets:
– 49.5% found the new company did not meet expectations or align with their ideal role.
– 15.3% said they missed old colleagues.
Employment Survey Findings
First, the results reaffirm a fundamental reality: changing jobs carries risks, and not every opportunity is flawless from the start.
Second, they emphasize the human aspect of work. Close relationships with coworkers matter deeply, and even those who do not regret quitting often miss former teammates. This suggests that keeping lines of communication with past employers can be meaningful for future career options.
Returning to an old job or not?
Returning to a former employer can feel like a step backward in some contexts but can also signify progress in others. In fact, about 77% of respondents indicated they have accepted a role at a former employer or would consider doing so if the opportunity arose.
For employers, this represents a valuable talent pool for filling gaps. Yet many organizations appear slow to promote comeback programs and make these opportunities visible. Nearly 8 out of 10 respondents (78%) reported they had never heard of such programs.
Companies should work to raise awareness of comeback options while continually refining their workplace culture, since 77.5% of respondents view corporate culture as a critical factor in deciding whether to return.
Encouraging news for organizations is that only a small share of respondents believe returning to a former employer is a mistake. More than half (59%) disagree with the notion that candidates should never come back, while 33% are neutral. Additionally, more than half (60%) feel that a return can be a win for both sides in the end, benefiting both the company and the previous employee.
Similarly, many employers view rehiring former workers positively, recognizing the potential to stabilize teams and reduce onboarding costs. However, about 38% agree that retaining current staff should take precedence over rehiring ex-employees, while 40% feel neutral on this point. On the other hand, 46% believe a returning worker can outperform a newly hired employee.
These findings encourage companies to consider comeback strategies as a legitimate part of their hiring framework. By building visible comeback programs and leveraging social channels, organizations can broaden their talent pool with both familiar faces and new talent.