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. 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.
"Employees get unhappy and employees leave, even if the economy’s still making its way out of the latrine and even though we continue to operate in a hirer’s mindset. That’s the strong point made in Leigh Branham’s second edition ofThe 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It’s Too Late. The book lays out the seven key reasons employees hand in resignations—the job wasn’t what they expected, they weren’t receiving enough coaching and feedback, there wasn’t enough growth opportunity, or they’re dealing with stress and work-life imbalance, to name a few."Times union
"This book's value is derived from what Branham has to say about seven less obvious (if not "hidden") needs. He focuses on several "subtle signs" by which to identify them and then suggests how to take appropriate action before it is too late. For example, Reason #1: the job or workplace was not as expected. Whose fault is that? Could be those involved in the interview/hiring process who over-sold the job; could be the person hired. Perhaps blame must be shared by everyone directly involved. In any event, Branham explains HOW to recognize the warning signs of unmet expectations, identifies obstacles to meeting mutual expectations, and suggests eight specific "engagement practices" for matching mutual expectations."examiner.com
"The book contains a number of studies and results that points away from the company and re-directed to the employee. Branham states that many of companies do not cultivate a clearly defined career path. Job seekers must own and steer his or her career path, no matter the decision the future employer makes." TheVoiceofJobseekers.com
"In his recently updated book, The 7 Hidden Reasons Employees Leave, Branham analyzes 20,700 exit interviews and boils the results down to the top reasons employees make the decision to take their talents elsewhere." Globeforce.com
In this book we get to know that human assets aren’t a part of a business. If you take away the human assets, you don’t have a business, just a bunch of offices and equipment that can’t do anything. Businesses are people–irrational, emotional, unpredictable, creative, oddly gifted, and sometimes ingenious people
Employees are the engine that keeps companies running. And healthy employees, who are emotionally, mentally, and physically prepared to take on whatever challenge is in front of them, are more likely to make the companies they work for grow and flourish. Seems pretty simple, right? So why are most workplaces so
In the early 1960s, Douglas McGregor defined contrasting assumptions about the nature of humans in the workplace. These assumptions are the basis of Theory X and Theory Y teachings. Theory X assumes that people are lazy and will avoid work whenever possible. Theory Y, on the other hand, assumes that people
Peek out your office door and take a good look at your employees. With the exception of a few royal pains, you've got a nice group of people. By and large, they do good work, they get along with you and one another and they're generally well intentioned. But, are they
Building a Magnetic Culture explains what engages and motivates employees and how to create an environment in which employees can thrive. Drawing on years of research and real-world examples from his consulting experience, the author gives you the strategies and tactics you need to transform your company by creating and sustaining
Six Sigma black belts around the world have gotten good at improving four of the root causes of quality defects, machines, materials, measurement, and methods, but there is another root cause identified in the Six Sigma methodology: people. This root cause has largely been ignored. This is not too surprising because
Evidence-based change is a mind-set and approach to making HR decisions. The thinking behind evidence-based change was inspired in part by the evidence-based movement in medicine. That movement came about after medical researchers noticed that doctors, despite a vast amount of available medical research, were treating disease in idiosyncratic ways. They
According to one survey, 89 percent of managers said they believe that employees leave and stay mostly for the money.Actually 80-90 percent of employees leave for reasons related NOT to money, but the job, the manager, the culture, or work environment.
In searching for root causes, it became clear that employees begin to disengage and think about leaving when one or more of four fundamental human needs are not being met.
Without trust, there can be no viable working relationship. Without taking the time and making the effort to establish trust from the start, managers are risking the waste of their most precious asset.
Make sure that all hiring managers follow a consistent and thorough talent forecasting and success-factor analysis process.
The key missing ingredient in so many companies is management's lack of passion for getting the right people in the right jobs. It has been said that the best managers are the best match-makers.
The lack of understanding about the nature of human talent is the greatest obstacle to any business as well as the lack of passion and commitment.
Lack of performance coaching and feedback is a major cause of employee disengagement and turnover. It has been estimated that approximately fifty percent of the non-performance problems in business occur because of the lack of feedback.
Responsibility for employee's career growth and development is shared equally by the employee, the manager and the organization.
It's really quite simple: everybody wants to feel important. So how do many organizations manage to make so many people feel unimportant?
Special challenge is facing managers to create a culture of trust and integrity that strengthen the bonds of employee engagement.