When considering why people leave organisations, we must acknowledge that it’s rarely down to one simple factor. As employees move through different stages of their careers and lives, their motivations and needs evolve. More importantly, these decisions are shaped by the unique intersections of their identities—whether it’s gender, race, sexuality, ability, or other aspects. As a global gender diversity consultant, it’s clear that understanding these layers is crucial when crafting policies that effectively support a diverse workforce.
"57% of employees leave because of bad management, making it one of the most consistent drivers of turnover across all career stages"(BetterUp)(TeamStage).
At the start of a career, salary and career advancement are often top priorities. Entry-level employees may feel undervalued if they aren’t compensated relatively or if there isn’t a clear path for progression. This is particularly true for women and people of colour, who face additional barriers such as pay inequities and fewer mentorship opportunities. Research highlights that 45% of employees cite "better pay or benefits" as the most common reason for leaving (People Managing People). Furthermore, women are leaving the workforce at faster rates than men, driven by issues of belonging, inclusion, and equity (BetterUp)(Hubstaff). This underscores the importance of policies beyond pay and tackling systemic inequities that hinder early-career employees from thriving.
As employees reach mid-career, their focus shifts toward flexibility and work-life balance. The pandemic significantly amplified these concerns, as many employees now expect autonomy over how and where they work. Organisations that fail to offer flexible working arrangements risk losing valuable talent, especially women, parents, and those with caregiving responsibilities (BetterUp)(CultureMonkey). 44% of women say they would consider leaving their jobs for a more flexible environment (TeamStage). Policies that support hybrid or remote work, alongside leave options for caregiving, are no longer perks—they’re essential for retaining a diverse workforce.
For senior-level employees or those later in their careers, the need for purpose and cultural alignment becomes crucial. Many are seeking meaningful work that aligns with their personal values. But those from marginalised communities, including LGBTQ+ employees or people with disabilities, are more likely to leave if they don’t see themselves represented in the organisation’s leadership or culture (CultureMonkey). In fact, 35% of Black employees intend to quit within two years, citing microaggressions and exclusion as primary reasons(TeamStage). Intersectionality plays a significant role here; it’s not just about offering leadership opportunities but ensuring all employees feel a sense of belonging and purpose.
Poor management and toxic corporate culture are consistent drivers of turnover throughout all life stages. Studies show that 57% of employees leave because of bad management (BetterUp), and employees working under poorly rated managers are four times more likely to quit (TeamStage). Bad management and poor culture impact marginalised employees, further deepening their feelings of exclusion. Addressing these issues through the lens of diversity and inclusion is critical to improving retention.
Organisations must understand that the intersections of identity deeply influence employee life cycles. By incorporating this awareness into policy-making, they can create inclusive environments where people from all backgrounds can thrive. Whether it’s addressing pay inequities for early-career women and people of colour, offering flexible policies for mid-career caregivers, or fostering a strong culture of inclusion for senior employees, organisations that take an intersectional approach to employee life cycles are more likely to retain diverse talent and achieve better business outcomes.
In short, supporting employees across their life cycles isn’t just about addressing general career needs. It’s about recognising how the intersections of gender, race, sexuality, and other aspects of identity shape those needs and then crafting policies that reflect that reality. This holistic, inclusive approach will foster retention and create an environment where everyone can succeed.
If you're interested in exploring how to apply these insights to your organisation and create a more inclusive culture, feel free to contact me at cynthiafortlage@cynthiafortlage.com. Let’s discuss how you can better support your employees and retain your talent for the long term.
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