by Isabel Jackson and Mahalia Mayne | LINK
From ‘reverse mentoring’ to ‘revenge quitting’: the buzzword predictions for HR in 2025
Quiet vacationing, hushed hybrid, fauxductivity, coffee badging… the list goes on. But while you may just be getting to grips with the new vocabulary taken on by the HR profession in 2024, experts are forecasting a whole new era of buzzwords set to shape conversations in 2025.
To ensure you stay ahead of the curve, People Management (CIPD) has compiled a list of terms and trends HR professionals should watch for as the year unfolds.
Revenge quitting

A recent Glassdoor survey on workplace trends for 2025 revealed a “wave of revenge quitting is on the horizon”. The term refers to the act of an employee abruptly leaving their job in response to negative experiences such as lack of recognition, burnout or disengagement with workplace culture.

This trend is characterised by workers quitting not just to find new opportunities but to express dissatisfaction with their current employers, often without concern for leaving on good terms.
"Ultimately, ‘revenge quitting’ is about people taking control in a world where they’ve historically had little power,” says Marais Bester, senior consultant at SHL.
“It’s a message to employers: evolve or lose your best talent. Organisations that cling to outdated models of work, fail to embrace flexibility or overlook the voices of their workforce are the ones that will suffer most.”
She tells People Management that today’s employees have the options, tools and confidence to demand better – and if those demands aren’t met, they’re no longer afraid to walk away. “This isn’t just a trend; it’s a wake-up call for businesses to adapt to the realities of a rapidly changing workplace,” she says.

According to Bester, to reduce the risk of revenge quitting, leaders must focus on creating a workplace culture that recognises employees’ contributions and meets their evolving needs. This includes actively listening to feedback, providing clear opportunities for career progression and cultivating an environment of respect and inclusivity.




Anti-perks

‘Anti-perks’ are employee benefits that sound positive but actually have a negative impact on workplace satisfaction. They are perks that appear attractive on the surface but discourage or disadvantage employees; for example, ‘work from anywhere’ policies that actually mean being available 24/7 and mandatory team building events.

“The term highlights a growing awareness that not every job with a ping-pong table in the break room is a dream job,” explains Yassin Aberra, CEO of Social Market Way.
“Employees are becoming more and more vocal about avoiding these ‘no go’ zones, so identifying anti-perks and overhauling toxic practices will vastly help improve retention.” Jim Moore, employee relations expert at Hamilton Nash, says the so-called anti-perks reflect a significant shift in jobseeker and employee attitudes since the pandemic.
“Candidates are far more choosy about the working environments they want to join, with many favouring employers that have embraced hybrid and remote working,” he adds.

“Employees are also voting with their feet if they find that their employer is creating an oppressive working environment or difficult culture. This can result in top talent abandoning these employers for greener pastures, leaving behind the less mobile, mediocre talent that doesn't find it so easy to move on.”



Reverse mentoring

An existing trend that experts predict will only grow in popularity in 2025 with the ever-widening generational divide in workplaces, reverse mentoring is when younger staff offer advice and guidance to their more senior colleagues.

The arrangement, a shake-up of the traditional mentoring relationship, where an older or more experienced employee takes the role of advice giver, can boost collaboration and innovation across generations, says Aberra.


Steve Nicholls, managing director at Executive Connexions, agrees, telling People Management that reverse mentoring is a “unique way to foster adaptability, emotional intelligence and collaboration across hierarchical lines”.

“Senior leaders gain fresh insights into trends, technology and generational values, while younger employees build confidence and develop their careers,” he adds.

However, Nicholls advises: “For it to succeed, organisations must establish clear goals and provide mutual support to ensure it doesn’t become a box-ticking exercise.”