“Quitting contagion” is currently a real phenomenon — and it doesn’t just happen at organizations with poor management, low wages or any other metrics that might entice workers to abandon ship, according to a recent article on Inc.com. The reasons are in fact myriad, and some are surprising.

“We’re very social creatures, and we tend to take cues from the people around us,” says Mary-Clare Race, organizational psychologist and chief innovation officer at the HR consulting company LHH. In situations that are ambiguous — living through a pandemic, for instance — people are more likely to make their decisions based on what they see the people around them doing, she says. That’s likely one of the motivating forces behind the Great Resignation – or, as Race prefers to call it, the “Great Reevaluation.”

When a worker of a similar skill level quits, another employee may see that as a sign that there’s plenty of job availability; when a manager leaves, their direct reports may feel less tied to their jobs, or feel resistant to working under new leadership, adds Denise Rousseau, professor of organizational behavior and public policy at Carnegie Mellon University’s Tepper School of Business. For a mass exodus to truly be considered a “contagion,” she says, the single condition that needs to be met is for employees to have some point of contact with one another.

Here a few ways you can help prevent quitting contagion.

Check Morale
If your employees are disengaged and disillusioned, you’re basically inviting the resignations that will follow. But quitting contagions still happen at companies where workers are generally happy, as Seth Besmertnik, CEO of the marketing technology company Conductor, learned when he saw the company’s exceptionally low turnover rate double during the pandemic, which was the case for many tech companies. The company sets up exit interviews with departing employees and encourages them to share with existing workers why they’re leaving. If it’s something that the organization can improve on, then leaders know what they need to change.

Take Note of Existing Office Relationships
One of the reasons why we stay at work is because of friendships. If someone’s best friend at work leaves, leaders shouldn’t be surprised if that worker resigns next. The solution: Look for ways you can support the employee that’s still there. Think: How can I have more of a dialogue with those individuals who might get left behind, and how can I help them adjust to that transition? Ultimately, those workers will either recommit to their jobs, or end up resigning, but increased support may make the former more likely.

Be Realistic About Workload Transferal
When one employee hands in their resignation, other workers inevitably face an increased workload at least temporarily — or more permanently if the employee who departed isn’t replaced. Be transparent with workers about the backfilling process. If it isn’t a priority to fill a vacancy, then be willing to compensate the employees who are picking up the extra slack or be willing to cut back on some of their other responsibilities to manage their workloads.

Invest in Employees
Since the start of the pandemic, many companies have allowed employees to work remotely as needed and have added sweeteners like free professional development or more flexible time off. To keep employees, leaders should be thinking about ways to do more for the people they have. Employee investments contribute to a positive company culture and, especially in a time when many workers are reevaluating their career choices, upskilling opportunities can make a big difference in retaining them.