Lindiwe Sebesho, Managing Director of Remchannel
South African companies may be seeing fewer employees leave their jobs overall, but there is growing concern that many workers are staying not because they are engaged — but because they feel they have no better options.
This is one of the key findings from the latest Remchannel Salary and Wage Survey (April 2025), which reports that labour turnover has declined to 13.5%, the lowest level since 2021. However, resignations now account for 39% of overall turnover, indicating that even in a tough economy, many skilled employees are still choosing to leave — highlighting a shift in workplace sentiment and expectations.
“At face value, the drop in turnover may appear to signal a more stable labour environment,” according to Lindiwe Sebesho, Managing Director of Remchannel. “However, this apparent stability may be misleading. A disengaged workforce is harder to detect — with many employees opting to quietly reducing their commitment or leaving only when a better opportunity arises.”
Sebesho notes that while resignations have long been the leading cause of employee exits, what’s changing is who is resigning — and why. The survey found the highest resignation rates among employees with one to five years of tenure — typically skilled early-career professionals in whom companies have invested significantly through training and onboarding.
“This is a group that should be entering their most productive phase, yet we’re seeing them leave before that value can be fully realised,” said Sebesho. “The trend represents not only a direct productivity cost, but also a disruption to succession planning and building long-term institutional capacity.”
According to the survey, employee motivations are increasingly values-driven, rather than purely financial. “Employees are actively seeking more meaningful, better-aligned opportunities. They are no longer just chasing salary,” Sebesho explained. “They are increasingly prioritising workplace culture, flexibility, and growth opportunities — and if they don’t find them, they move on.”
This shift suggests that skilled and in-demand employees are exercising greater agency in shaping their careers — and are less likely to remain in roles that don’t meet their personal or professional expectations, even in a difficult job market.
Employers Rethink Value Propositions
In response to changing employee expectations, more employers are re-evaluating their employee value propositions to combat disengagement. The survey highlights growing investment in mental health support, career development, financial wellness, work–life integration, and benefits package flexibility.
“This growing movement reflects an evolving view: that sustained engagement and performance come from recognising and supporting the whole person — not just the role they fill at work,” said Sebesho.
She added that organisations that respond to employee expectations with openness and adaptability are more likely to retain key talent. Replacing experienced professionals — particularly in leadership and specialist roles — is both costly and disruptive.
“While overall exits may be down, the rise in voluntary resignations signals a workforce that is reassessing its priorities,” Sebesho concluded. “Employers that rely on annual pay increases or focus only on cost control risk overlooking a more pressing issue: employees disengaging quietly when their broader needs are not met. Addressing these underlying concerns through a comprehensive value proposition is no longer optional — it is a business imperative in an increasingly competitive talent market.”
ENDS
