People are four times more likely to leave a job because of something going on in the office than for an outside opportunity. Yet most managers blame employee turnover on the lure of other companies. . . even when the real factors are well within their control.
Based on research performed by the prestigious Saratoga Institute, The 7 Hidden Reasons Employees Leave provides readers with real solutions for the costly problem of employee turnover. Now incorporating the results of the author’s “Decision to Leave” post-exit survey, the second edition features new research in employee engagement as well as innovative best practices for engaging and retaining in a down economy.
Readers will learn how to align employee expectations with the realities of the position, avoid job–person mismatches, and provide feedback and coaching that breed employee confidence. The book examines factors such as manager relationships, lack of trust in senior leadership, company culture and integrity, salary and benefits, and more—revealing what can be done to hold on to the people who provide the most value to the organization.
LEIGH BRANHAM is founder/principal of the consulting firm Keeping the People, Inc., and widely recognized as an authority on employee engagement. He is the author of Keeping the People Who Keep You in Business.
|Table of Contents|
WHY CARE ABOUT WHY THEY LEAVE?
Why Many Managers Don’t Care
Managers Cannot HearWhatWorkersWill Not Speak
The Real Costs of Avoidable Turnover
Turnover: Just an Unavoidable “Cost of Doing Business”?
Recent History:When the Tide Turns,Mindsets Must Change
What About HR’s Role in Exit Interviewing?
HOW THEY DISENGAGE AND QUIT
Events That Trigger Employee Disengagement
The “Last Straw”That Breaks the Employee-Employer Bond
The Active-Seeking Phase of the Departure Process
WHY THEY LEAVE:WHAT THE RESEARCH REVEALS
Why Employees Say They Leave
Survey Comments Confirm the Survey Data
Have the Reasons for Leaving Changed Since the Great Recession?
What the New Data Reveal
A Few MoreWords About Pay
Respecting the Differences
Who Has the Power to Meet These Needs?
The Next Seven Chapters: Hidden Reasons and Practical Action
REASON #1: THE JOB OR WORKPLACE WAS NOT AS EXPECTED
Hidden Mutual Expectations:The Psychological Contract
How to Recognize theWarning Signs of Unmet Expectations:
During and After the Interview
Obstacles to Meeting Mutual Expectations
Engagement Practices 1–8:Matching Mutual Expectations
How Prospective Employees Can Do Their Part
The Beginning or the End of Trust
Engagement Practice Checklist: Meeting Expectations 51
REASON #2: THE MISMATCH BETWEEN JOB AND PERSON
What’s Missing—A Passion for Matching
Recognizing the Signs of Job-Person Mismatch
Most Common Obstacles to Preventing and Correcting
Engagement Practices for Matching Job and Person
Best Practices for Talent Selection
Best Practices for Engaging and Re-Engaging Through Job Task
Best Practices for Job Enrichment
The Employee’s Role in the Matching Process
Engagement Practices Checklist: Job-Person Matching
REASON #3: TOO LITTLE COACHING AND FEEDBACK
Why Coaching and Feedback Are Important to Engagement and
Why Don’t Managers Provide Coaching and Feedback?
Recognizing the Signs
More Than an Event: It’s About the Relationship
Engagement Practices for Coaching and Giving Feedback
What the Employee Can Do to Get More Feedback and
Engagement Practices Checklist: Coaching and Feedback
REASON #4: TOO FEW GROWTH AND ADVANCEMENT
What They Are Really Saying
Employers of Choice Start by Understanding the
New Career Realities
Recognizing the Signs of Blocked Growth and Career Frustration
Best Practices for Creating Growth and Advancement Opportunities
What Employees Can Do to Create Their Own Growth and
Engagement Practices Checklist: Growth and Advancement Opportunities
REASON #5: FEELING DEVALUED AND UNRECOGNIZED
Why Managers Are Reluctant to Recognize Employees’ Efforts
Recognizing the Signs That Employees Feel Devalued and
Pay:The Most Emotional Issue of All
Pay Practices That Engage and Retain
What Employees Can Do to Be MoreValued and Better Recognized
Engagement Practices Checklist: Feeling Devalued and Unrecognized
REASON #6: STRESS FROM OVERWORK AND
How Big a Problem Is Stress?
Causes of Increased Stress
Signs ThatYourWorkers May Be Stressed Out or Overworked
Healthy versus Toxic Cultures
More Than Just the Right Thing to Do
How Three of the Best Places in America toWork Do It
What These Employers Have in Common
You’re Not Competing Just with the “Big Boys”
What the Employee Can Do to Relieve Stress and Overwork
Engagement Practices Checklist: Overwork andWork-Life Imbalance
REASON #7: LOSS OF TRUST AND CONFIDENCE IN SENIOR LEADERS
A Crisis of Trust and Confidence
Reading the Signs of Distrust and Do
Criteria for EvaluatingWhether to Trust and Have Confidence
What the Employee Can Do to Build Reciprocal Trust and Confidence
Engagement Practices Checklist: Building Trust and Confidence
PLANNING TO BECOME AN EMPLOYER OF CHOICE
Talent Engagement Strategies in Action
What DoWe Learn from These Success Stories?
Linking Talent and Business Objectives
Linking the Right Measures to Business Results
Creating an Employer-of-Choice Scorecard
The PlanWorks . . . If YouWork the Plan
Partners inWorking the Plan
SUMMARY CHECKLIST OF EMPLOYER-OF-CHOICE
GUIDELINES AND CONSIDERATIONS FOR EXIT
INTERVIEWING/SURVEYING AND TURNOVER ANALYSIS