| Description |
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.
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| Author Biography |
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.
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| Table of Contents |
CONTENTS
Foreword
Chapter 1 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?
Chapter 2 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
Chapter 3 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
Chapter 4 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
Chapter 5 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 Job-Person Mismatch Engagement Practices for Matching Job and Person Best Practices for Talent Selection Best Practices for Engaging and Re-Engaging Through Job Task Assignment Best Practices for Job Enrichment The Employee’s Role in the Matching Process Engagement Practices Checklist: Job-Person Matching
Chapter 6 REASON #3: TOO LITTLE COACHING AND FEEDBACK Why Coaching and Feedback Are Important to Engagement and Retention 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 Coaching Engagement Practices Checklist: Coaching and Feedback
Chapter 7 REASON #4: TOO FEW GROWTH AND ADVANCEMENT OPPORTUNITIES 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 Advancement Opportunities Engagement Practices Checklist: Growth and Advancement Opportunities
Chapter 8 REASON #5: FEELING DEVALUED AND UNRECOGNIZED Why Managers Are Reluctant to Recognize Employees’ Efforts Recognizing the Signs That Employees Feel Devalued and Unrecognized 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
Chapter 9 REASON #6: STRESS FROM OVERWORK AND WORK-LIFE IMBALANCE 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
Chapter 10 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
Chapter 11 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
Appendix A SUMMARY CHECKLIST OF EMPLOYER-OF-CHOICE ENGAGEMENT PRACTICES
Appendix B GUIDELINES AND CONSIDERATIONS FOR EXIT INTERVIEWING/SURVEYING AND TURNOVER ANALYSIS
INDEX |
