Since the Covid-19 health crisis, the world of work has undergone a profound transformation: widespread remote work, new modes of collaboration, and accelerated digitalization. These changes have reshaped employee expectations, who are now seeking meaning, recognition, and work-life balance.
Companies face a major challenge: retaining their talent in an increasingly demanding job market. In this context, the “Great Resignation” illustrates a deep questioning of the meaning and conditions of work.
Moreover, technologies such as artificial intelligence offer new opportunities, particularly in anticipating resignation risks or personalizing the employee experience. In 2025, talent retention is more than ever a key issue, at the intersection of social, cultural, and technological shifts.
The Great Resignation: Still Relevant in 2025?
In 2025, the Great Resignation seems to be losing steam in France:
After leaving a mark in the years following the health crisis, the trend of the “Great Resignation” now appears to be slowing down in France. In 2025, the number of voluntary resignations is clearly decreasing, in contrast to the peaks recorded between 2021 and 2023.
According to a study by Indeed, only 23% of French employees say they are considering quitting their job, compared to 40% in 2022. This figure reflects a relative return to stability in the job market, but also a growing sense of caution among workers.
Several factors explain this shift in dynamics. On one hand, economic uncertainty—driven by ongoing inflation and geopolitical tensions—encourages employees to prioritize job security. On the other hand, many companies have learned from past resignation waves: they’ve implemented more flexible policies, promoted active listening, and adjusted their HR practices to better meet employee expectations. These efforts are gradually reducing sources of internal frustration and strengthening team engagement.
Regional Disparities:
Beneath an apparent stabilization of the job market in 2025 lie significant regional disparities. The national trend does not always reflect local realities, where dynamics vary depending on economic contexts and industry sectors.
For instance, in Île-de-France and the Grand Est regions, the job market is less fluid. A lack of opportunities or a concentration of specific roles slows professional mobility, making employees more inclined to stay in their current positions out of caution.
Conversely, regions like Occitanie or Provence-Alpes-Côte d’Azur (PACA) enjoy a more dynamic market. Job creation, economic diversification, and the growing appeal of certain regional cities are encouraging professionals to consider changing employers or sectors.
These contrasts highlight the importance of a localized reading of HR challenges, where each region must adapt its retention and recruitment strategies to its specific needs.
A Different Reality Abroad
While France seems to be gradually moving past the Great Resignation, some parts of the world—especially the United States—remain heavily affected by the phenomenon. In 2025, the American trend continues to surprise with its intensity.
According to a U.S. study, 56% of full-time employees in the United States want to change jobs this year. Even more alarming: 27% are actively job-hunting, and 1 in 3 employees is considering quitting without a backup plan.
These figures reflect a markedly different professional culture, where mobility is seen as a natural path to fulfillment. The pursuit of job satisfaction, a better work-life balance, and fast-tracked career growth remains a top priority for American workers.
This contrast underscores the need to consider cultural specificities when analyzing HR trends and crafting retention strategies, both locally and globally.
Why Do Talents Leave? Key Causes
Internal Factors Still Too Common
While the economic or societal context may influence talent movement, many causes of resignation originate within the companies themselves. Several internal factors continue to play a significant role.
Among the most cited reasons: poor management. A lack of recognition, insufficient communication, or authoritarian practices can create an atmosphere of distrust and lead to gradual employee disengagement.
The absence of career advancement opportunities is another major reason for leaving. When employees see no path forward or lack support for their growth, they are naturally tempted to seek out what their current employer fails to offer.
Compensation and benefits also remain central concerns. In a market flooded with opportunities, an uncompetitive salary policy can quickly become a deal-breaker. In fact, a recent study shows that 75% of employees would consider quitting if it meant better working conditions—illustrating a growing desire to assert one’s expectations.
External and Societal Factors
Beyond internal issues, societal changes and shifting employee expectations are deeply transforming the criteria for engagement and retention.
Remote work, once seen as a perk, is now the norm. Companies that continue to demand constant in-office presence are losing their appeal—especially among skilled professionals. According to the “Global Workforce Report 2024,” 71% of recruiters have seen employees leave for companies offering more flexibility, such as remote work or flexible hours.
Geographic mobility is also a factor. More and more employees want to combine professional projects with personal well-being, leaving stable jobs to relocate to other regions—or even countries.
The evolving relationship to work also weighs heavily on resignation decisions. Burnout and boreout are now frequent red flags. Employees are no longer willing to endure workplace distress—they seek healthy, stimulating environments that respect their mental and emotional balance.
Best Practices for Talent Retention in 2025
Personalizing the Employee Experience
Today, retention requires a personalized approach to career paths. From onboarding, companies must offer tailored journeys that align with each employee’s profile, expectations, and goals.
Continuous learning, customized to an individual’s skills and ambitions, becomes a key lever for engagement. It helps employees develop and provides them with a clear vision of their growth opportunities within the company.
Moreover, fostering a culture of regular, constructive feedback strengthens the bond between managers and teams. By promoting active listening and continuous improvement, companies create an environment of trust, engagement, and loyalty.
Proximity Management and Leadership
Management now plays a central role in talent retention. Companies that invest in their managers and support the development of their leadership skills foster a culture of trust and cohesion.
Leadership styles are shifting toward greater flexibility, collaboration, and empathy. Excessive control is giving way to listening, autonomy, and co-construction—all essential for boosting engagement and limiting turnover.
Employer Branding and HR Communication
A strong, authentic employer brand is a major asset for retaining talent. Employees expect transparency, concrete commitments (especially regarding CSR), and genuine consistency between words and actions.
Professional social networks play a crucial role in this strategy. They allow companies to showcase their culture and internal initiatives and build direct connections with both candidates and current employees.
How AI-Powered HR Tools Reinforce Talent Retention
Artificial intelligence is emerging as a powerful ally for retention strategies. This technology enables deeper, more responsive, and more personalized HR management.
Through predictive analytics, AI can detect early warning signs of disengagement before resignation occurs. Internal data analysis—such as feedback or eNPS—offers a clear and up-to-date picture of team engagement.
Additionally, tools for talent matching, skills mapping, and HR listening help anticipate needs, guide career paths, and increase the effectiveness of HR initiatives.
Use Case: TOP’s Role in Talent Retention
TOP’s SaaS solution leverages artificial intelligence to anticipate resignations and boost employee engagement. Using predictive algorithms, it identifies resignation risks, suggests targeted corrective actions, and provides managers with concrete advice for timely interventions.
The system sends alerts when critical warning signs are detected, enabling quick and tailored responses. Based on historical data analysis, the solution provides reliable insights to support proactive decision-making.
Fully compliant with GDPR and the AI Act, TOP ensures responsible data usage, with respect for privacy and HR ethics.
Talent retention in 2025 can no longer be considered just another HR issue. Between the gradual end of the Great Resignation in France, regional and international disparities, and ever-evolving employee expectations, companies must rethink their strategies. The winning approach lies in striking a balance between human connection and technological support—anticipating risks and better guiding employees.
Companies that succeed in combining listening, innovation, and agility will gain a significant edge in the war for talent.
