Signs Your Workplace May Be Brewing “Turnover Contagion.”

From Meta and Twitter to Salesforce and Amazon, the tech industry has been hit by a wave of layoffs in recent months and thousands have lost their jobs.

A new report suggests that may not be the end of their worries, as firing employees can have a ripple effect on those who remain at the company.

People analytics firm Visier found that employees are 7.7% more likely to leave after an “involuntary resignation” or termination from their team, while 9.1% are more likely to resign if the departure of teammate was voluntary.

This phenomenon is called “turnover contagion,” the report says, when workers leave their jobs for their peers.

The people analytics firm conducted an experiment in 86 organizations with more than 1,000 employees worldwide.

“Employee resignations are not isolated events, but occur in a social environment,” it added. Team turnover can also create disruption and frustration for other team members.

“People have a tendency to imitate other people,” Andrea Derler, Visier’s head of research and value, told CNBC Make It.

“When a co-worker’s intention to leave becomes apparent to others, their behavior, thoughts, and attitudes about their work and the company can become an incentive for others to reevaluate their own work situation.”

That’s especially true in a hot job market, where employees are getting more “pings from recruiters” than before, Derler added.

“[This] can provide the perfect breeding ground for turnover because the process of interviewing and learning more about potential other employers is made easier for employees.”

According to Visier, smaller teams are most at risk of becoming infected with turnover. For example, employees who work in teams of 3 to 5 people are 12.1 percent more likely to resign after a team member leaves, compared with 14.5 percent for teams of 6 to 10 people, it said in the survey.

This is due to “strong interdependence” and personal relationships between colleagues in smaller teams, Derler said.

“Smaller teams can interact more often and get a better sense of each other’s shared experiences of working conditions, the organization as a whole, or even management—and of course, each other’s intentions for turnover.”

Turnover contagion can last up to 135 days, the report added, from the time an employee voluntarily leaves.

For layoffs, however, the contagion window is shortened to 105 days, it added.

Derler stressed that it’s “easy to get carried away” when team members resign, and she recommends properly assessing one’s own work situation before jumping to the gun.

Some questions to help you assess your own circumstances are:

• Do I feel engaged at work?
• Can I support the mission of my current employer?
• Can I balance my work with my life outside of work?
• What is my perceived burnout status?
• Do I feel fairly compensated and do I see a future for myself at this company?
• Is the driver of my thoughts and feelings about quitting influenced more by my quitting peer or based on my own motivations?

While there are numerous personal, professional and economic reasons that can influence a person to leave, companies underestimate the impact that “one person’s resignation can have on their colleagues’ decision to leave or stay,” the report added .

For employers worried about losing more people to resignations, there are “pre-leaving behaviors” they can watch out for, according to Vizier.

This includes reduced productivity, less commitment to long-term deadlines, or leaving work earlier than usual.

“While line managers should always work on talent retention activities … it may be especially important in the first five months after the loss of a team member to focus on career conversations, ‘retention interviews’ or exploring internal mobility opportunities , to further engage other team members,” Visier said in his report.

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