The Great Resignation may no longer dominate workplace headlines, but employee retention remains a major challenge for organisations in 2026.
Although the labour market has changed since the pandemic, employees continue to reconsider their careers, workplace expectations and relationships with employers.
Career development, flexibility, pay, management and company culture all influence whether employees stay or leave. However, the latest research suggests that simply seeing fewer resignations doesn't necessarily mean employees are more satisfied.
According to the CIPD's 2026 Resourcing and Talent Planning report, 44% of UK organisations say talent has become more difficult to retain over the previous year.
At the same time, Work Institute's 2026 Retention Report highlights the importance of career progression, work-life balance and workplace relationships in employees' decisions to leave.
Understanding these challenges is essential for any organisation looking to improve employee retention, reduce unwanted turnover and build a workforce that wants to stay.
Here are 18 employee retention statistics for 2026, what they tell us about today's workforce and how businesses can respond.
What do the latest employee retention statistics tell us?
Research published in 2026 suggests that retention is influenced by more than salary alone. Career opportunities, workplace flexibility, management quality, recognition and employee wellbeing all matter. Organisations should focus on understanding why employees leave and improving their everyday experience, rather than relying solely on headline turnover rates.
What is employee retention?
Employee retention refers to an organisation's ability to keep employees over a period of time.
It is often measured using the percentage of employees who remain with a business during a defined period, such as a year.
Employee turnover measures how many employees leave an organisation. This can include voluntary departures, such as resignations, and involuntary departures, such as redundancies or dismissals.
Strong retention can help businesses preserve valuable experience, maintain relationships, reduce recruitment costs and support organisational stability.
However, high retention is not always evidence of high engagement. Employees may remain in their roles because of economic uncertainty or limited alternative opportunities.
That's why employee retention strategies should combine turnover data with feedback, engagement and wider workplace performance measures.
18 employee retention statistics for 2026
The following statistics come from research published in 2025 and 2026. The findings cover different populations, including UK employers, European employees, global employees and people who have left their jobs.
Because the studies measure different things, their percentages should not be directly compared as though they represent one workforce.
44% of UK organisations say talent is becoming harder to retain
The CIPD's September 2026 Resourcing and Talent Planning report found that 44% of UK organisations reported greater difficulty retaining talent over the previous year.
Despite a cooling labour market, employers still face challenges keeping experienced workers and maintaining important skills.
What this means: Organisations shouldn't assume that fewer vacancies automatically eliminate retention risks. Employee experience, progression and management remain important priorities.
Source: CIPD, Resourcing and Talent Planning 202633% of surveyed EMEA employees plan to look for another job in 2026
The Achievers Workforce Institute's 2026 EMEA Engagement and Retention Report found that one-third of surveyed employees planned to job hunt during 2026.
The research covered employees in the United Kingdom, France and Germany.
What this means: Even when employees haven't resigned, organisations need to understand whether they feel valued, supported and optimistic about their future.
Source: Achievers Workforce Institute, 2026 EMEA Report74.69% of recorded reasons for leaving were classified as preventable
Work Institute's 2026 Retention Report classified 74.69% of the reasons recorded in its turnover research as preventable.
These categories include career development, management, work-life balance and workplace environment.
This does not mean every individual resignation could have been prevented. It indicates that many recorded reasons fall within areas employers can potentially influence.
What this means: Earlier employee feedback and more responsive management can help organisations identify concerns before people decide to leave.
Source: Work Institute, 2026 Retention Report19.2% of recorded departures were attributed to career-related reasons
Work Institute's analysis of 2025 departures found that career-related reasons accounted for 19.2% of employees' recorded reasons for leaving.
These included limited development opportunities, career changes, progression concerns and job security.
What this means: Career conversations should happen throughout employment, not only when an employee starts looking elsewhere.
Source: Work Institute, 2026 Retention ReportCareer development is a retention priorityEmployees need to understand what their future could look like within an organisation. Clear progression, learning opportunities and regular development conversations can help address uncertainty before it becomes a reason to leave.
Only 20% of surveyed EMEA employees say they have genuine opportunities to grow
Achievers Workforce Institute's 2026 EMEA research found that just one in five surveyed employees believed they had real opportunities for growth.
Career development isn't limited to promotions. Employees may also value mentoring, additional responsibilities, skills development and internal mobility.
What this means: Businesses should make learning opportunities and potential career pathways more visible to employees.
Source: Achievers Workforce Institute, 2026 EMEA Report48% of UK employers increased their efforts to develop talent internally
The CIPD's 2026 research found that 48% of employers had increased their efforts to develop talent in-house over the previous year.
This reflects the importance of strengthening existing workforce capabilities rather than relying exclusively on external recruitment.
What this means: Internal learning, knowledge sharing and employee development can support both workforce capability and retention.
Source: CIPD, Resourcing and Talent Planning 202612.4% of recorded departures were linked to work-life balance
Work Institute's 2026 report found that work-life balance accounted for 12.4% of recorded reasons for leaving in 2025.
Issues included scheduling, commuting and expectations around flexible or remote working arrangements.
What this means: Flexible working should be considered in the context of different employee roles. For frontline workers, predictable scheduling may be more relevant than home working.
Source: Work Institute, 2026 Retention Report34% of UK organisations report that hybrid or remote working has improved retention
According to the CIPD's 2026 Resourcing and Talent Planning report, 34% of surveyed UK organisations reported improved employee retention from hybrid or remote working.
Flexible working arrangements can help employees balance professional responsibilities with other commitments.
What this means: Organisations should consider flexibility where roles allow it, while developing suitable alternatives for employees who must work on-site.
Source: CIPD, Resourcing and Talent Planning 202670% of respondents selected pay among their top three reasons to stay
WorldatWork's 2026 State of Rewards study found that 70% of respondents placed pay among their three most important factors for remaining with an employer long-term.
The survey was heavily represented by HR and People Operations professionals, so the finding should be interpreted in that context.
What this means: Competitive pay remains important. Employers should avoid assuming that culture and benefits can compensate for persistent dissatisfaction with remuneration.
Source: WorldatWork, 2026 State of RewardsOnly 16% of surveyed EMEA employees feel fairly compensated
Achievers Workforce Institute's 2026 EMEA report found that just 16% of surveyed employees felt fairly compensated.
Perceptions of fairness can influence trust and satisfaction, particularly when employees don't understand how pay decisions are made.
What this means: Clear reward policies, consistent communication and transparent progression criteria can help employees understand their overall employment package.
Source: Achievers Workforce Institute, 2026 EMEA Report9.2% of recorded departures were attributed to management
Work Institute's detailed 2026 findings reported that 9.2% of recorded reasons for leaving in 2025 related to management.
These reasons included leadership behaviour, communication and the support employees received from managers.
What this means: Management training should focus on communication, fairness, feedback and constructive working relationships alongside operational performance.
Source: Work Institute, 2026 Retention ReportOnly 21% of surveyed EMEA employees feel connected to their manager
The 2026 Achievers Workforce Institute report found that 21% of surveyed employees felt connected to their manager.
Manager relationships can shape employees' everyday experience, including whether they feel supported, informed and comfortable raising concerns.
What this means: Regular communication and meaningful opportunities for employees to ask questions are important parts of a supportive management culture.
Source: Achievers Workforce Institute, 2026 EMEA ReportManagers influence the employee experienceEmployees need to feel supported by the people responsible for leading them. Regular feedback, clear expectations and accessible communication can help organisations identify concerns and improve workplace relationships.
8.1% of recorded departures were linked to the workplace environment
Work Institute's 2026 report found that workplace environment accounted for 8.1% of recorded reasons for leaving in 2025.
This category includes organisational culture, colleague relationships, safety, values and aspects of the physical working environment.
What this means: Businesses need to understand how workplace culture is experienced by employees, rather than relying solely on stated company values.
Source: Work Institute, 2026 Retention ReportOnly 23% of surveyed EMEA employees feel appreciated at work
Achievers Workforce Institute's 2026 EMEA research found that only 23% of surveyed employees felt appreciated.
Recognition helps communicate that employee contributions matter. This can include acknowledgement from managers, peer recognition and celebrating achievements.
What this means: Employee appreciation should be a regular part of workplace communication rather than something reserved for annual awards.
Source: Achievers Workforce Institute, 2026 EMEA ReportOnly 20% of employees worldwide were engaged at work in 2025
Gallup's State of the Global Workplace 2026 report found that global employee engagement declined to 20% in 2025.
Engagement reflects employees' psychological connection to their work, colleagues and organisation.
Low engagement doesn't mean every employee intends to leave, but it can indicate a weaker relationship with the workplace.
What this means: Employee retention strategies should address engagement and the everyday employee experience, not just departures.
Source: Gallup, State of the Global Workplace 202640% of employees worldwide experienced significant stress the previous day
Gallup's 2026 report found that 40% of employees globally experienced stress during much of the previous day.
The figure relates to overall daily stress, not exclusively stress caused by work.
Nevertheless, workload, communication, management and working conditions can all influence employees' wellbeing.
What this means: Organisations should provide opportunities for employees to raise concerns and take action where workplace practices contribute to unnecessary pressure.
Source: Gallup, State of the Global Workplace 202644% of Gen Z respondents had left a role they felt lacked purpose
Deloitte's 2025 Global Gen Z and Millennial Survey found that 44% of Gen Z respondents and 45% of millennial respondents had left a role they felt lacked purpose.
For many employees, meaningful work involves understanding how their contributions affect customers, colleagues or wider organisational goals.
What this means: Businesses should communicate their purpose clearly and demonstrate how individual roles contribute to shared objectives.
Source: Deloitte, 2025 Gen Z and Millennial SurveyOnly 22% of managers worldwide were engaged at work in 2025
Gallup's State of the Global Workplace 2026 report found that manager engagement declined to 22% in 2025.
Managers have an important influence on employees' working experiences, but they also need the resources, information and support to perform their responsibilities effectively.
What this means: Improving retention should include supporting managers, rather than placing all responsibility for employee engagement on them.
Source: Gallup, State of the Global Workplace 2026What do the 2026 employee retention statistics reveal?
While the research comes from different organisations and employee populations, several consistent themes emerge.
Employees need clear opportunities to develop, fair working conditions, supportive management and confidence that their contributions matter.
Businesses can use these findings to prioritise changes that address the issues most relevant to their workforce.
| Retention priority | What the research highlights | Recommended organisational response |
|---|---|---|
| Career development | Career concerns are a leading recorded reason for leaving. | Clear progression, learning and internal opportunities. |
| Flexibility | Work-life balance influences departures and retention. | Review scheduling, workload and flexible arrangements. |
| Leadership | Manager relationships affect employees' experiences. | Improve communication, feedback and manager support. |
| Recognition | Many surveyed employees don't feel appreciated. | Create regular opportunities to recognise contributions. |
| Workplace culture | Culture and colleague relationships contribute to turnover. | Encourage employee voice, trust and meaningful participation. |
| Employee wellbeing | Workplace stress and disengagement remain concerns. | Listen to employees and address preventable pressures. |
How to improve employee retention in 2026
Employee retention strategies should reflect the actual needs of an organisation's workforce.
Rather than relying on one initiative to solve every problem, businesses should combine employee feedback with improvements to communication, career development and workplace culture.
1. Understand why employees want to leave
Regular employee surveys, manager conversations and exit interviews can help identify potential retention challenges.
Look for patterns across departments, locations and employee groups rather than relying exclusively on overall company results.
2. Make career opportunities visible
Employees need to understand how they can develop within the organisation.
Communicate internal vacancies, learning opportunities, mentoring programmes and progression pathways clearly.
3. Improve communication between employees and leadership
Employees should have accessible ways to receive important company information, ask questions and share feedback.
Consistent communication can help employees understand organisational priorities and feel connected to the wider business.
4. Recognise employee contributions
Recognition shouldn't be limited to high-profile achievements.
Regularly acknowledging employees who support colleagues, solve problems and contribute to organisational goals can help reinforce a positive workplace culture.
5. Make workplace resources accessible
Employees need convenient access to policies, training, company updates and workplace guidance.
For frontline and deskless employees, mobile accessibility can be particularly important because they may not have regular access to corporate email or desktop computers.
How Oak Engage helps organisations improve employee retention
Improving employee retention requires organisations to understand the employee experience and create an environment where people feel informed, supported and connected.
Oak Engage supports this through internal communication, employee engagement and workplace knowledge capabilities.
Targeted employee communication
Share relevant company announcements and information with the employee groups that need them.
Employee recognition
Celebrate achievements and provide opportunities for employees to recognise colleagues' contributions.
Employee feedback
Gather feedback through surveys and engagement features to better understand employee experiences.
Workplace communities
Create spaces for colleagues to connect, share experiences and build relationships across departments and locations.
Accessible communication for frontline employees
Provide information and workplace resources through mobile, desktop and digital signage, helping organisations connect employees who work across different locations and roles.
Oak's intranet software provides a central place for employee communication, company information and engagement.
While an intranet can't resolve every reason employees leave, it can help organisations improve the communication, connection and accessibility that contribute to a better employee experience.
If you're comparing workplace technology, our guide to digital workplace platforms explores how different solutions can support employee communication, productivity and collaboration.
Employee retention FAQs
What is employee retention?
Employee retention refers to an organisation's ability to keep employees over a defined period. Retention strategies focus on reducing unwanted departures and creating working conditions that encourage employees to remain.
What are the biggest reasons employees leave in 2026?
Work Institute's 2026 research identifies career development, work-life balance and management among important recorded reasons for leaving. Pay, workplace culture and personal circumstances can also influence decisions.
How is employee retention calculated?
A common employee retention formula is:
Employee retention rate = (Employees remaining at the end of a period who were employed at the start ÷ Employees at the start of the period) × 100.
For example, if 90 of an original group of 100 employees remain after one year, the retention rate for that group is 90%.
What is a good employee retention rate?
A good retention rate depends on the industry, job roles, organisation and labour market. Employers should compare their results with relevant benchmarks and distinguish between voluntary and involuntary turnover.
How does employee engagement affect retention?
Employee engagement reflects people's connection to their work and organisation. Higher engagement can support stronger relationships and retention, although employees may also stay or leave for reasons unrelated to engagement.
Why is career development important for employee retention?
Employees who cannot see opportunities to develop may begin looking elsewhere. Clear progression, training, mentoring and internal mobility can help organisations address these concerns.
Can intranet software improve employee retention?
Intranet software can support employee retention initiatives by improving internal communication, access to company knowledge, recognition and employee engagement. Its effectiveness depends on how the organisation uses the platform alongside wider people-management practices.
Conclusion: Employee retention in 2026 requires more than competitive pay
The Great Resignation may have changed the conversation around employee turnover, but the latest research shows that the challenges behind employee retention remain relevant in 2026.
Career development, management, flexibility, recognition and workplace culture all influence employees' experiences and decisions about whether to stay.
Businesses that listen to employees, provide clear opportunities for development and maintain effective internal communication are better positioned to respond to potential retention risks.
Looking to improve how your organisation engages and connects employees?
Discover how Oak Engage supports employee retention through accessible communication, employee recognition and workplace engagement.
