How to Keep Employees From Quitting When You're Short-Staffed
When your business is already short-staffed, keeping more employees from quitting starts with three things: Acknowledge the strain your team is under, be transparent about your plan to get them help and connect with your people on a personal level — not just a professional one. Periods of high turnover don't call for generic fixes. They call for leaders who know their workforce well enough to personalize their approach, whether that means offering more flexibility, reevaluating pay equity or empowering managers to make small accommodations that go a long way.
Key takeaways
Workforce needs during high turnover are not temporary — leaders who treat these shifts as lasting trends, not short-term disruptions, stay ahead of attrition.
Transparency about workload challenges and hiring timelines builds trust; employees will stick with you longer when they know the plan.
Use turnover analytics to identify whether departures are driven by pay, growth, flexibility or specific departments — then make targeted changes.
Personalize retention efforts to your actual workforce (e.g., if 75% of your team are parents, partner with local daycares) rather than applying generic industry advice.
Current employees see the incentives you offer new hires; balance the investment with appreciation bonuses, promotions, and pay equity reviews for your existing staff.
In this "On the Job" segment, Kiran Contractor, when she was the director of talent acquisition at ADP, shares how companies can attract new employees while supporting and retaining those already in place.
Periods of high turnover are challenging to navigate, and they highlight the value of investing in long term employee retention. However, leaders can make a significant difference in the current environment by providing managers with the support leadership and strategies to work effectively during difficult times.
Speaking with Cheddar News, above, Kiran Contractor (KC), Director of Talent Acquisition at ADP, highlights ways organizations can adapt to the demands of today's talent landscape.
Why today's workforce demands are here to stay
The shift in what employees expect from their employers is not temporary. Organizations that recognize this as a lasting change and treat it as a desire for connection rather than accommodation are the ones that retain their people.
Q: In what ways must organizations adapt to today's workforce?
KC: "The first thing organizations must understand is that the needs of the workforce are definitely not temporary. These trends are here to stay and if leaders are disconnected from that you're a few steps behind. There's almost this desire now for accommodation that a lot of companies are seeing when what they should really see this as is a desire for connection.
We all know the saying, 'It's business, not personal,' but it's actually both. It's now business AND personal. There's really no way around it. You need to know what is important to your employees, not just the general workforce, as you look to bring on that talent. Companies have been adapting in many ways when it comes to flexibility and perks. But think about how you personalize your approach; who is your audience? We did a client survey recently and heard from a manufacturing industry who did a recent evaluation and realized 75% of their workforce consisted of parents, so they created partnerships with local daycares so their employees to get discounts for childcare if needed, and also be closer to their kids. So, it's important to think about how you can accommodate to your workforce by knowing what matters to them."
That kind of personalization matters: ADP Research found that 63% of U.S. workers say they do not receive the freedom, flexibility or autonomy they need at work.
Not only does creating a better, more personal employee experience matter for your people, it matters for your business outcomes too.
Check out the Employee Experience Resource Center to go more in-depth on employee experience.
Warning signs that employees are planning to leave
Q: What are the warning signs that employers should look for that an employee is planning to leave the company?
KC: "You definitely have to look at the obvious signs. Are people who are usually engaged all of a sudden not? Has their attendance or performance shifted lately? Have they brought up a possible compensation evaluation? These are all the general signs to be aware of, but companies also have to look beyond those. You need to look at your trends. Turnover analytics always helps with that and it's so important. How is your current turnover comparing to prior years? Are your numbers consistent or has it gotten worse? And if it has gotten worse, then it's time to figure out what's triggering it. You have to dig deeper."
According to ADP Research’s 2026 People at Work report, workers who felt safe in their jobs were twice as likely to say they had no intention of leaving — which means that when job security erodes, voluntary turnover follows close behind. Use that lens when you review your own numbers: If your attrition is climbing, find out whether people feel stable, supported and heard.
KC continues: "Have you noticed turnover in one area compared to one other? Are you noticing turnover for more tenured folks compared to newer folks? Look at the reasons people are leaving; did they leave for more pay? Did they leave for a company with more growth opportunities or more flexibility? Reviewing your analytics and trends can help you get to the bottom of what could be happening and see how you can make changes, whether it's at a department level or as a whole for your company."
How to support overworked employees during short staffing
When your team is stretched thin, the single most important thing you can do is acknowledge it. Transparency about the challenge — and your plan to address it — goes further than any perk.
Q: As you all know, most workers took on increased responsibility and workloads during the pandemic. How should leaders respond to this trend that we saw in the last three years?
KC: "The first thing companies should do is acknowledge what is happening. It's very easy to avoid the obvious, right? You know you're struggling as a company and workload has increased. You can't ramp up staff in time and you're hoping everyone can just pull it off with the high demands. But your employees will appreciate you so much more when you acknowledge there's a challenge. And sometimes it's as easy as saying, 'Hey, we know it's rough out there and we're doing whatever we can to get you help and thank you for everything that you're doing.' You have to be transparent about your plan. Are you close to hiring more people or is it going to take longer than expected?
And once you've conveyed your plan, you have to think about how you can continue to keep your people engaged during these rough times. Think about those accommodations again, right? We're in tough times right now. People are overworked. We're in a state of inflation and people are struggling professionally and personally. This is an opportunity for you to think outside of the box as a company and think about how you can alleviate someone's time or financial burden without it having a negative impact on your business."
That urgency is backed by data: ADP Research’s 2026 People at Work report found that fewer than 1 in 5 workers worldwide were fully engaged on the job in 2025, meaning the vast majority weren’t giving their best even before short staffing entered the picture. Recognizing the strain and acting on it isn’t a soft gesture; it’s one of the most direct levers you have to close that gap.
KC continues: "Sometimes it's the little things. Again, it goes back to connecting with your people. It could be offering more flexibility or office perks, free lunches, or a mental wellness day so people can take a breather. Maybe you have an employee whose spouse is out of town for work, and they have to make childcare plans for their three kids. And as a leader, it could be as simple as saying, 'Hey, why don't you just work from home for the rest of the week?' to make it easier. You know, really think about how you can empower your managers to make some of these decisions since they know their people the best. Those small things that can really go a long way."
The impact of those gestures is measurable. As highlighted in ADP’s trends report, citing MetLife’s research, employees who feel genuinely cared for at work are 92% more likely to be engaged, 65% more likely to be loyal and 56% more likely to be productive — proof that small acts of consideration aren't just good culture, they're good business.
Why you must invest in current employees — not just new hires
If you're offering sign-on bonuses and higher pay to attract new talent, your current employees notice. Balance the investment: Reevaluate promotions, appreciation bonuses and pay equity for the people who have been sticking with you.
Q: What should organizations prioritize when it comes to their current workforce?
KC: "With all the challenges going on right now, there's an emphasis on attracting new talent … how do we pay better, what do we offer workers? Don't forget to acknowledge the same for your current employees. They see the shifts that you're making for your new hires with sign-on bonuses. Maybe there's an opportunity for an appreciation bonus for the ones that have been sticking with you.
Now's the time to also reevaluate your existing talent and look at your high potential employees. Is it time for a promotion? Can you increase someone's responsibility to show them that you want to continue to invest in their growth? Think about pay equity. There are so many adjustments being made for your new for workforce, should you be making the same for your current workforce? As an organization you want to showcase the culture and brand that your organization has consistently built so your workforce feels valued."
The business case for that investment is compelling. According to ADP’s small business owner toolkit, which references O.C. Tanner research, organizations that recognize employees effectively are 12 times more likely to have strong business results — making a well-timed appreciation bonus or promotion far less costly than the recruiting, onboarding and lost-productivity expenses that come with replacing the people who walk out the door.
About the Expert
Kiran Contractor, formerly director of talent acquisition at ADP, advised organizations on adapting to evolving workforce expectations and building retention strategies that connect business priorities with employee needs. Contractor is now in a talent & HR strategy role at ADP focused on driving the future of work.
Frequently asked questions
What is the first thing to do when employees are overworked due to short staffing?
Acknowledge the challenge openly. Be transparent about your hiring timeline and thank employees for their effort. Then find ways to alleviate their time or financial burden such as offering more flexibility, mental wellness days, or small perks that won’t negatively impact the business.
How can small businesses use turnover analytics to prevent more resignations?
Compare your current turnover rates to prior years and not any patterns. Identify whether turnover is concentrated in specific departments, among tenured versus newer employees, or driven by pay, growth opportunities or flexibility. People analytics tools can surface these trends so you can make targeted changes before more people leave.
Should I offer current employees the same incentives I give new hires?
Yes. Current employees see the sign-on bonuses and pay adjustments you're making for new hires. Consider appreciation bonuses, promotions or expanded responsibilities for high-potential employees who have been sticking with you. Evaluate pay equity across your workforce so existing staff feel as valued as incoming talent.
Learn more
In the post-pandemic world of work, the organizations that prioritize people first will rise to the top. Find out how to make HR more personalized to adapt to today's changing talent landscape. Get our guide: Work is personal
