7 Hidden Reasons Employees Leave 2E
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.
- Hardback | 240 pages
- 163 x 235 x 26mm | 526g
- 09 Aug 2012
- New York, United States
- 2nd Revised edition
- black & white line drawings, figures
A unique opportunity at another company. A step up in position. More money. We've all heard the familiar explanations offered by employees as they head off to newer--and presumably better--career opportunities. But is employee turnover just "the unavoidable cost of doing business?" Or is there something proactive you and your organization can do to keep your best people around for years to come? Based on enlightening research, the original edition of "The 7 Hidden Reasons Employees Leave" revealed that despite what we believe, people are four times more likely to leave a job because of something going on in the workplace than for an outside opportunity. But after the seismic changes that have shaken the economy and the job market these past few years, are the reasons employees leave still the same? Incorporating the results of more than 1,000 new post-exit surveys asking new questions such as "Was there a triggering event?," "What could your employer have done to make you want to change your mind and stay?," and "Did you look for another job while still employed?," the Second Edition adds new depth and relevance to the original research. Has money become more of a key issue for people deciding to leave, now that the job market is slowly picking back up? How have workers' evolving thoughts on company culture and integrity--and a growing lack of trust in senior leadership--affected their reasons for staying or leaving? Packed with all new strategies and wisdom, the second edition shows you how to identify the warning signs of unmet expectations, and best act on them. You'll find out how to: - Use smart talent strategies to avoid employee-job mismatches. - Incorporate a five-step coaching and feedback process that builds strong and durable working relationships. - Build an environment of mutual trust and confidence. - Create growth and advancement oppor-tunities that keep pace with career expectations of all four generations. - Understand the emotional impact of compensation and recognition done well. - Leverage exit and turnover data to increase employee retention. According to more than 80 percent of employees, it's not just seeing greener grass on the other side of the fence that makes them leave; it's the underlying negative factors that exist in their current workplaces. Filled with surprising revelations, this brand new edition of "The 7 Hidden Reasons Employees Leave" provides up-to-the-minute strategies for holding on to your employees in any market. LEIGH BRANHAM is founder/principal of the consulting firm Keeping the People, Inc. (www.keepingthepeople.com), and the author of Keeping the People Who Keep You in Business. He is also the co-author, with Mark Hirschfeld, of "Re-Engage: How America's Best Places to Work Inspire Extra Effort in Extraordinary Times." He lives in Overland Park, Kansas.
Back cover copy
Most managers blame employee turnover on the lure of other companies...even when the real issues are well within their control. Based on research conducted by the prestigious Saratoga Institute--and now extensively revised and bolstered by the results of an all-new post-exit survey--the second edition of "The 7 Hidden Reasons Employees Leave" provides an uncommonly candid account of why your company may be losing its best people. From poor management practices to toxic work-place cultures, the book helps you identify the "push" factors in your organization, and mitigate or eliminate all of them. Examining dynamics such as manager relationships, lack of trust in senior leadership, company culture and integrity, salary, and benefits, and more, this thoroughly updated edition shows you how to align employee expectations with the realities of the position, avoid job person mismatches, and provide feedback and coaching that breed employee confidence. Surprising and practical, this profoundly valuable book holds the secrets to retaining the people who make your company the best it can be. Praise for the First Edition of "The 7 Hidden Reasons Employees Leave": "In this book, Branham has turned the tables on retention. His concept of pull-versus-push factors is a great insight. Many people are not pulled out of an organization by a better offer. They are pushed to the door so that when a better offer comes along it is easy to take the last step across the threshold. Every one of the seven reasons Leigh cites for turnover are preventable and not expensive. From selection for fit, to on-the-job support, to being valued, the organization has the power to keep almost anyone they want. Having outlined the problem, Leigh then provides over 50 ways to engage and keep people. This is an invaluable guidebook on retention." --Dr. Jac Fitz-enz, Founder & CEO, Human Capital Source; author of "The ROI of Human Capital" "Any book that can give you ideas that help you retain just one employee is worth the cover price many times over. Leigh Branham's book can help you hold on to your best. It's chock full of practical examples and suggestions, best practices, and inspiring stories. Highly recommended." --Robert Levering, coauthor of Fortune's "100 Best Companies to Work for" list; cofounder of the Great Place to Work(R) Institute
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
"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." -- Recognize Service Excellence blog ..".provides an arsenal of innovative strategies to help business leaders and managers keep the people upon which their company depends." -- Alan Caruba's BookViews "The editors at Elite Professionals recommend this important book for every employer, manager and supervisor - Anyone dealing with the recruitment or management of employees!" - Elite Professionals Magazine "I strongly recommend Branham's updated book for managers and business owners who need to address employee retention for a better bottom line." -- Quality Service Marketing
About Leigh Branham
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.