Turnover is a challenge across industries for most HR professionals, but it may be a particularly acute issue this time of year. A new analysis has found a five-year trend of higher summer turnover. Despite that risk, experts say, there are a handful of strategies HR can pursue to reverse the trend today.

ADP Research, in analyzing ADP’s payroll data over that five-year timeframe, revealed that the average turnover rate jumps to 3.56% during the summer months, compared with 3.14% during the balance of the calendar year.

“For employers, having data-driven insight that turnover rises in the summer months can help them adjust their talent strategy to proactively focus on retention,” says Amy Freshman, senior director, Global HR at ADP.

4 areas to target to reduce summer turnover risk

While the end of summer is already in sight, Freshman advises HR to redouble retention efforts now to stave off the risk of summer turnover in 2026—and promote higher retention throughout the year.

By taking an “always-on, year-round approach” to retention, organizations can build a culture where employees are aligned with their leaders, working toward a common goal, and ultimately, stay longer with the company.

“Clearly, there are strategies to ensure that summer turnover doesn’t have to negatively impact your business,” Freshman says.

She offers four key focus areas.

Check-ins can help

Freshman says regular check-ins can have a meaningful impact on reducing the risk for higher summertime turnover.

“Check in early and often and monitor for resignation warning signs,” Freshman explains.

This strategy should include year-round stay interviews—not just exit interviews.

“Taking a consistent pulse on employees is foundational to increasing retention in the summer as well as the rest of the year,” Freshman says.

HR should ensure team leaders have weekly check-ins with employees, during which they can recap the week prior, plan the week ahead and, most importantly, ensure the team knows they have the organization’s full support.

“When workers enjoy what they do, they’re engaged at work and more likely to be retained,” she says. Such check-ins are also crucial to give leaders and team members space to discuss career goals and life outside of the office, as well as to enable leaders to spot early warning signs of flight risk.

Recognition counts

Recognition is an important contributor to retention and to company culture, Freshman says.

“At the end of the day, we all want to be recognized for hard work and wins,” she says. “Recognition also should apply to both the big wins and the small ones.”

Recognition should be shared company-wide, across the direct team and one-on-one between a team leader and an employee. She adds that employees want to know the work they are putting in is making a positive impact—to the overall business goals, to the team and with the customers.

See also: Minimizing turnover risk for today’s workforce

Focus on development, learning opportunities

ADP Research finds development opportunities are directly correlated to better retention, whether they are skills-focused or mentoring opportunities.

Freshman says that while L&D is a year-round priority for many organizations, it has never been more critical than in today’s world, where new technologies seemingly emerge daily. She says workers want to know they are keeping pace with this change and have the skills needed to deliver positive outcomes and grow their careers.

“When workers clearly see their employers are invested in their development, they buy in even more. It brings an organization closer together and increases loyalty,” Freshman says.

Mentorship, in particular, can be impactful. Mentors get a “taste” of leadership by being asked to support newer associates, and the experience also serves as a form of recognition of their skills and ability. Meanwhile, mentees will likely be more productive sooner with the help of the mentor, and the organization benefits from the knowledge transfer of a more seasoned employee to newer staff.

According to an ADP Research survey of nearly 38,000 global employees, workers who feel strongly their employer is providing the training they need are nearly six times more likely than others to recommend their company as a great place to work. They are also 3.3 times more likely to describe themselves as “highly productive.”

Leader engagement: a difference-maker

Finally, Freshman explains, leader engagement, which is directly correlated to the engagement of team members, can help blunt summer turnover rates. Leaders can share common goals with their team members and dive into the work with them.

“Whenever possible, measure and track engagement over time,” Freshman says, adding that ADP Research found that when a team leader is fully engaged, 65% of team members are also fully engaged. By comparison, when a team leader is not fully engaged, less than 1% of team members are fully engaged.

Freshman offers the analogy of an orchestra conductor: When the conductor is truly engaged in a performance, the orchestra will feed off that energy and deliver a strong outcome.

“Team leaders should consider how they show up to work every day and how their behaviors and interactions reflect throughout their team,” she says.

ADP Research also found that 55% of workers who feel they are on the best team report full engagement compared to 10% of workers who are not on the best team and report full engagement. According to Freshman, team leaders must consider who comprises their team and if they are “gelling” for maximum chemistry.

“A team where everybody knows their role and enjoys one another is going to be a team that employees want to be a part of and will be a more positive member overall,” she says.