The 7 Hidden Reasons Employees Leave

How to Recognize the Subtle Signs and Act before It’s Too Late

by Leigh Branham

Number of pages: 238

Publisher: AMACOM

BBB Library: Human Resources

ISBN: 9780814408513

About the Author

Leigh Branham is widely recognized as an authority on employee engagement and the best practices of organizations that continually boast exceptional retention.


Editorial Review

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.

Book Reviews

"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."

"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."

"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."

Books on Related Topics

Wisdom to Share

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.

Companies with high trust levels outperform companies with low trust levels by high percentage. If the bonds of trust are weak, even the best efforts of gifted managers will not be enough to attract, engage and keep the people needed for the business to achieve its goals.