Recruiting, hiring and training employees requires significant time, effort and financial investment, making employee retention a key priority for organisations.

‎‎Employees resign for a variety of reasons, ranging from unresolved workplace conflicts and limited career growth to personal challenges outside the office. However, resignations rarely occur abruptly.

‎‎According to human resource specialist Catherine Muthoni, employees often show subtle but consistent behavioural changes that signal their intention to leave long before they submit a resignation letter.

‎‎Muthoni notes that an increase in absenteeism is often one of the earliest warning signs, as employees begin taking frequent sick days, arriving late or requesting time off without clear explanations.

‎‎"This is usually followed by low productivity and a failure to meet deadlines, as disengaged employees lose motivation and a sense of urgency in their work. Low morale and lack of commitment also become evident, with affected staff withdrawing from teamwork, avoiding responsibility and showing minimal interest in organisational goals," she says

‎‎In addition, strained employee–employer relations can accelerate disengagement, particularly where communication breaks down or grievances remain unresolved.

‎‎Muthoni also observes that repeated demands for promotions or salary reviews may reflect underlying dissatisfaction, especially when they are driven by frustration rather than performance progression.

‎‎Beyond these formal indicators, Muthoni highlights several behavioural patterns commonly observed in workplaces that can signal an employee’s emotional exit.

‎‎She explains that employees who suddenly become overly polite and agreeable, responding with phrases such as “as you wish boss” and avoiding all arguments, may have mentally checked out.

‎‎"Similarly, employees who previously complained about low pay but suddenly stop raising salary concerns could be preparing to leave," she notes

‎‎She notes that some employees also begin laughing off office problems that would normally cause stress, showing an unusual calm even during crises. This emotional detachment, Muthoni says, is a strong indicator that the employee no longer feels invested in the organisation.

‎‎"A sudden interest in company policies and human resource procedures, such as notice periods and medical cover timelines, can also raise red flags," she highlights.

‎‎Additionally, others become allergic to office drama, distancing themselves from conflicts and internal politics.

‎‎Muthoni further notes that employees on the verge of resigning often stop chasing approvals or pushing for outcomes, adopting a “if it happens, it happens” attitude.

‎‎She advises employers to view these signs as early warning signals rather than disciplinary issues. By addressing concerns promptly, promoting open communication and prioritising employee wellbeing, organisations can intervene early, reduce turnover and retain skilled, motivated staff.

‎muthoniw813@gmail.com

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