The 7 Hidden Reasons Employees Leave
How to Recognize the Subtle Signs and Act before It’s Too Late
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.
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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.
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