Overcoming ‘Resentful Retention’ as Fewer Job Openings Trap Disengaged Employees At Work

Low turnover is typically a good sign. But when job openings dry up and voluntary exits drop, all while satisfaction scores sink, the picture changes. Employees aren’t staying because work is good. They’re staying because leaving feels too risky. That fear-driven stability suppresses initiative, internal movement, and discretionary effort, and the problem compounds quietly until it’s too late to fix.

Michael Franco calls this “resentful retention.” The Founder and Chief People Strategist of the HR software platform Quokka Hub, Franco specializes in using data to connect employee experience with business growth. His client work spans the U.S., Canada, Europe, and APAC, giving him a clear view of how regional dynamics shape workforce engagement in ways that national averages obscure.

“It’s a state of resentful retention. You’re staying, but you’re resentfully staying. There’s no initiative because if you do something the wrong way, you’re too worried about the consequences,” says Franco. The pattern shows up clearly in states where job postings remain depressed and regional cost pressures squeeze workers from multiple directions. Franco points to Illinois as a case study, where BambooHR’s eNPS survey report shows the state sitting at the bottom of national rankings despite stable headcount. The combination of low voluntary exits and low engagement signals a workforce that’s trapped.

• Playing it safe: The behavioral shift is subtle but measurable. “You’re not taking any risks, you’re not probably applying internally. You’re doing exactly what you need to do to make sure that you’re not going to go anywhere,” Franco explains. When commute costs rise and opportunities elsewhere shrink, employees default to survival mode.

• The signals HR misses: Franco argues that HR teams should look past retention benchmarks alone and track what happens beneath the surface. “Are employee referrals down? How about signups for L&D programs? Internal job apps, internal mobility. Are we seeing more people internally apply for these roles or are we seeing a decrease?” he asks. A drop across those metrics reveals disengagement that won’t show up in headcount reports until the market shifts.

• Survey fatigue is a symptom: The common complaint about over-surveying misses the point, Franco says. “People would gladly take surveys if they saw action after the survey happened and they felt safe saying what they wanted to say.” The fatigue comes from feedback that disappears into a void or, worse, triggers retaliation. “Survey fatigue stems from the inability of companies to act on the feedback they receive.”

Franco warns that one-size-fits-all policies fail to address the problem because engagement drivers differ by region. An employee in California dealing with gas prices and traffic faces different pressures than someone in New York taking the train. A company-wide fix ignores those realities. “Each individual hub will need a strategic way of making that connection with the people,” he says.

• Regional solutions: The answer is localized attention. “HR teams need to focus on the individual pockets of where they’re getting this data. If you only look at the big picture, you’re neglecting a lot of voices and therefore a lot of people feel unheard,” Franco notes.

What about regions where turnover runs higher? Franco sees an upside. Movement brings in fresh perspectives and new ideas. New hires who experienced worse conditions elsewhere can actually boost morale by providing comparison. “They’re bringing new ideas to that company which will also make the team happy. Now they’re looking at it from a different lens,” he explains.

Dissatisfaction doesn’t disappear when employees can’t leave. It compounds quietly. “If you don’t have the opportunity to change the situation you’re in, then you’re not happy,” Franco concludes. For HR leaders, the takeaway is clear. Stable retention in a tight market isn’t something to celebrate. It’s something to investigate.