A new book by HR consultant Leigh Branham – “The 7 Hidden Reasons Employees Leave” – has taken an in-depth look at the subject, based on interviews with no less than 19,000 departing and current employees. While 90% of managers believe “employees leave and stay mostly for the money,” that’s far from the truth, says Branham. The real reasons:
• The job or workplace “was not as expected.”
• There’s a mismatch between the person and the job.
• There’s not enough feedback or coaching.
• There are too few growth and advancement opportunities.
• Employees feel “devalued and unrecognized.”
• Employees suffer “stress from overwork and work-life imbalance.”
• There’s a loss of trust in top leaders.
Management Has Little Understanding About Why Employees Leave
Development Dimensions International
The surveys, by Development Dimensions International (DDI), asked both HR executives and employees what they thought were the reasons for turnover, and found an “alarming gap” in their answers. HR professionals felt only 6% of employees leave a job because of a lack of trust. Nearly all (99%) of employees said trust was most essential to them, and only a third said they currently had a high level of trust in their organization. “No one ever leaves a job,” said Wellins. “They leave a boss.”
Managers Are Key To Retention
Susan Seitel, Work & Family Connection
The relationship between manager and staff is key to commitment, loyalty, retention and productivity, says Susan Seitel, president of Work & Family Connection, a consulting, publishing and work-life training firm. “As the workplace changes, management styles have to change, and flexibility is the key word – the one thing employees of all ages say is most important when choosing a new job or deciding whether to stay with their current employer.”
Seitel offers these suggestions for managers who want to create a more flexible work environment.
“Take the time as a team,” she says, “to discuss and prepare for any personal issues that might present a work conflict. Consider how business decisions will affect the lives of your staff. Seek out employees’ ideas and suggestions about how to get the work done. Really listen to them, let them know they’ve been heard and be ready to try their ideas.”
“It’s not uncommon to see two employees working in cubicles next to each other,” says Seitel, “where one is giving their heart and soul to the company and the other is waiting to grab the first decent job offer. The difference is clearly in the manager.” Let staff know their manager is open to proposals for flexible work arrangements like compressed workweeks, flextime (altering starting and ending times) job sharing or reduced hours. There will be no penalty for making the request, and those that demonstrate that business needs can be met will be approved.” Employees given this kind of flexibility have been shown to be more productive, rather than less.
Do your company leaders inspire relationships and trust?
Why did you leave your last job?
Do your company leaders receive training on how to communicate and build trust within their teams?
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