Book description
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.
Table of contents
- Cover
- Half title
- Title
- Copyright
- Dedication
- Contents
- Foreword
- Chapter 1 Why Care About Why They Leave?
- Chapter 2 How They Disengage and Quit
-
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 More Words 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 the Warning 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
-
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 More Valued 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 That Your Workers 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 to Work 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 and Work-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 Doubt
- The Three Questions That Employees Need Answered
- Criteria for Evaluating Whether 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
- Appendix A Summary Checklist of Employer-of-Choice Engagement Practices
- Appendix B Guidelines and Considerations for Exit Interviewing/Surveying and Turnover Analysis
- Index
Product information
- Title: The 7 Hidden Reasons Employees Leave, 2nd Edition
- Author(s):
- Release date: August 2012
- Publisher(s): AMACOM
- ISBN: 9780814417591
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