When Roles Don’t Work, People Leave

When someone resigns, the focus is often on the individual.

Why did they leave? What were they looking for? What could have been done differently?

But sometimes the issue isn’t the person.

It’s the role itself.

Roles evolve, often without being redesigned

In many organisations, roles don’t stay static. Responsibilities grow. Priorities shift. New work is added. Old work isn’t always removed.

Over time, roles can become unclear, overloaded, or misaligned with what was originally intended.

This doesn’t always happen deliberately. It’s often a byproduct of growth, change, or simply trying to get things done.

But the impact is real.

What poor role design looks like in practice

Role design issues tend to show up in familiar ways:

• Workloads that are consistently unsustainable

• Confusion about ownership or decision-making

• Roles that combine too many competing priorities

• A mismatch between expectations and what’s achievable

These aren’t always framed as “role design problems”. They’re often seen as performance issues, capability gaps, or individual challenges.

But in many cases, the structure of the role is a significant factor.

The connection to engagement and retention

When roles aren’t working, engagement tends to decline.

People spend more time managing complexity than doing meaningful work. Frustration builds. Energy drops.

Eventually, some employees look for roles that feel more sustainable or better defined.

As with other areas, this often shows up in patterns.

If similar roles are experiencing repeated turnover, it’s worth asking whether the role itself is part of the issue.

A more deliberate approach to role design

Stronger organisations treat role design as something that requires ongoing attention.

They regularly step back and ask:

• Is this role still fit for purpose?

• Is the workload realistic?

• Are responsibilities clear and aligned?

• What has changed over time that we haven’t addressed?

They also recognise that role design sits alongside leadership and engagement — not separate from them.

Because how work is structured directly shapes how it’s experienced.

The takeaway

Not every resignation is about the individual.

Sometimes it’s about the role they were in.

Understanding the difference is critical.

Because replacing a person without addressing the role often leads to the same outcome — just with someone new.