Two Weeks Off No Longer Enough: As Summer Approaches, Employees Quit Their Jobs

With summer approaching, more employees are planning extended holidays. While some are content with a few weeks off, others take a month, two, or even half a year away from work. Experts are noticing a new trend: an unusual spike in people quitting their jobs during the summer – without another one lined up. One key reason? The desire to stretch out their vacation, enjoy the good weather, and recharge properly before diving into a new career chapter.

“We noticed this shift in the market while reviewing internal data about our candidates’ previous work experience,” Evelina Latyšovič, Head of Business Operations at the Lithuanian division of the global HR solutions company ManpowerGroup. “Previously, we could usually fill in the whole table with job titles candidates held. Now, around half of them come from ‘nowhere’ – they’ve been out of the workforce.”

She explains that while people used to search for new jobs while still employed, today they increasingly choose to take longer breaks before starting something new.

“The main reason behind this shift is a more conscious approach to work, well-being, and responsibility toward a future employer. If someone senses they’re nearing burnout, they don’t want to rush into a new role. They want to rest so they can return to work motivated and productive. This kind of break is especially popular among managers and senior-level specialists, who can afford to step away and know they won’t have trouble reentering the job market. We had a case where a candidate accepted a job offer, but a week later called the manager to say, ‘I’m feeling burned out. I won’t be able to give it my best, so I don’t want to disappoint you or myself.’ That kind of awareness is high – it shows they understand a new role requires energy and motivation,” says Latyšovič.

A Rested Candidate = A Motivated Employee

At first glance, this trend might worry employers. But according to Latyšovič, there’s no need to panic. In fact, increased self-awareness means employers can be more confident that new hires are physically and mentally prepared for the role.

“Time for yourself shouldn’t be seen as a red flag. It often improves emotional well-being and leads to major career changes. People return with clearer goals, and some even decide to reskill. Employers should understand that candidates who’ve been out of the market for six months or a year aren’t suspicious – they’re often highly motivated and ready for a new start,” she notes.

Likewise, current employees requesting extended leave shouldn’t be viewed negatively either. “After completing major projects, preparing for a significant career shift, or facing major personal life changes, more employees are now brave enough to ask for a longer break – one month, several, or even half a year. Managers should respond to such requests and give them the chance to step away. After such a break, employees often return ready to resume old or new tasks with renewed energy.”

However, if the request for extended leave is solely due to burnout, that’s a warning sign. It could indicate that employees are overwhelmed or facing deeper issues in the organization that shouldn’t be ignored.

“Rest to fuel creativity or prepare for a personal life change is understandable. Long leave needed to recover from burnout, though, is a red flag – it shows employees don’t feel well enough to work sustainably in their current roles,” says Latyšovič.

Who Will Work While Others Rest?

Still, the growing trend of quitting “into the void,” especially during summer, can create headaches for employers due to a shrinking workforce.

“Some employees want long vacations, others quit their jobs. But business processes can’t stop. Who will work? That’s the question more and more employers face in summer. ManpowerGroup data shows that about 1 in 7 managers globally is currently struggling to find the right talent,” says Latyšovič.

What can employers do in summer when talent shortages intensify? According to her, the key is preparation.

“The earlier you talk with your team about who will cover for colleagues on vacation and how tasks will be handed over, the smoother things will run. And if an employee – or a few – decides to take extended time off or leave entirely, one possible solution is quiet hiring,” she says.

Quiet hiring happens when employers meet labor shortages not by bringing in new hires, but by redistributing responsibilities among current staff. For example, an employee might agree to take on one or more duties from a vacationing or departing colleague – for additional pay.

“This also benefits employees – they can move up the career ladder, shift their role, gain new skills, or broaden their competencies through new responsibilities,” says Latyšovič.

She emphasizes that if quiet hiring is used, employers must clearly define the terms with employees: “It’s important to meet legal requirements. This ensures clarity and transparency. For example, don’t forget to update the employment contract – agree on the extra workload, compensation, and revise the job description.”

Flexibility Is Essential

“Today’s job market is still talent-driven. In many fields, specialists are in short supply, so they can demand much more from employers than before. Today’s candidates won’t necessarily accept the first offer they receive. Before saying yes, they’ll check whether the offer meets their expectations – salary, conditions, and whether the company’s values align with their own,” says Latyšovič.

That’s why, she adds, the winners in today’s job market are those employers who can offer flexible conditions. “Longer pauses, stepping away and coming back – these are no longer exceptions, but increasingly the norm. Organizations that respond with flexibility and empathy are more attractive not just to new talent, but also to their current employees and those returning after long breaks.”