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The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late / Edition 2
     

The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late / Edition 2

by Leigh Branham
 

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ISBN-10: 0814417582

ISBN-13: 9780814417584

Pub. Date: 08/01/2012

Publisher: AMACOM

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

Overview

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 oppor­tunities 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.

Product Details

ISBN-13:
9780814417584
Publisher:
AMACOM
Publication date:
08/01/2012
Edition description:
Second Edition
Pages:
240
Product dimensions:
5.90(w) x 9.00(h) x 1.20(d)
Age Range:
18 Years

Table of Contents

Prefacexi
Acknowledgmentsxiii
Chapter 1Why Care About Why They Leave?1
Managers Will Not Hear What Workers Will Not Speak2
Turnover: Just a "Cost of Doing Business?"5
When the Tide Turns, Mindsets Must Change7
What About HR's Role in Exit Interviewing?8
Chapter 2How They Disengage and Quit11
The Disengagement Process11
The Deliberation Process15
Chapter 3Why They Leave: What the Research Reveals17
Why Employees Say They Leave20
What Caused Their Initial Dissatisfaction?24
A Few Words About Pay24
Respecting the Differences26
Who Has the Power to Meet These Needs?27
The Next Seven Chapters: Hidden Reasons and Practical Actions28
Chapter 4Reason #1: The Job or Workplace Was Not as Expected31
Hidden Mutual Expectations: The Psychological Contract34
How to Recognize the Warning Signs of Unmet Expectations37
Obstacles to Meeting Mutual Expectations38
Engagement Practices for Matching Mutual Expectations39
How Prospective Employees Can Do Their Part44
The Beginning or Ending of Trust45
Employer-of-Choice Engagement Practices Review and Checklist45
Chapter 5Reason #2: The Mismatch Between Job and Person47
What's Missing: A Passion for Matching49
Common Misconceptions and Truths About Talent50
Recognizing the Signs of Job-Person Mismatch52
Obstacles to Preventing and Correcting Job-Person Mismatch53
Best-Fit Selection Practices54
Best Practices for Engaging and Re-Engaging Through Job Task Assignment62
The Employee's Role in the Matching Process67
Employer-of-Choice Engagement Practices Review and Checklist68
Chapter 6Reason #3: Too Little Coaching and Feedback70
Why Coaching and Feedback Are Important to Engagement and Retention72
Why Don't Managers Provide Coaching and Feedback?73
Recognizing the Signs75
More Than an Event: It's About the Relationship75
Engagement Practices for Coaching and Giving Feedback77
A Five-Step Coaching Process82
What the Employee Can Do to Get More Feedback and Coaching89
Employer-of-Choice Engagement Practices Review and Checklist90
Chapter 7Reason #4: Too Few Growth and Advancement Opportunities93
What They Are Really Saying95
Employers of Choice Start by Understanding the New Career Realities97
Recognizing the Signs of Blocked Growth and Career Frustration99
Best Practices for Creating Growth and Advancement Opportunities100
What Employees Can Do to Create Their Own Growth and Advancement Opportunities114
Employer-of-Choice Engagement Practices Review and Checklist115
Chapter 8Reason #5: Feeling Devalued and Unrecognized118
Why Managers Are Reluctant to Recognize122
Recognizing the Signs That Employees Feel Devalued and Unrecognized123
Pay: The Most Emotional Issue of All124
Pay Practices That Engage and Retain125
Three Types of Variable Pay129
The Total Rewards Approach to Scarce Talent132
Nonpay Best Practices for Valuing and Recognizing People133
Focus on the People, Not Just the Numbers136
What Employees Can Do to Be More Valued and Better Recognized144
Employer-of-Choice Engagement Practice Review and Checklist145
Chapter 9Reason #6: Stress from Overwork and Work-Life Imbalance147
How Big a Problem Is Stress?150
Causes of Increased Stress151
Signs that Your Workers May Be Stressed-Out or Overworked151
Healthy vs. Toxic Cultures152
More Than Just the Right Thing to Do154
The Best Places in America to Work156
It's Not Just the "Big Boys" You're Competing With158
A Big Menu of Benefits and Services160
What the Employee Can Do to Relieve Stress and Overwork175
Employer-of-Choice Engagement Practices Review and Checklist176
Chapter 10Reason #7: Loss of Trust and Confidence in Senior Leaders179
A Crisis of Trust and Confidence182
Reading the Signs of Distrust and Doubt183
The Three Questions Employees Need Answered183
Criteria for Evaluating Whether to Trust and Have Confidence184
What the Employee Can Do to Build Reciprocal Trust and Confidence193
Employer-of-Choice Engagement Practices Review and Checklist194
Chapter 11Planning to Become an Employer of Choice196
Talent Engagement Strategies in Action198
What Do We Learn from These Success Stories?205
Linking Talent and Business Objectives205
Linking the Right Measures to Business Results206
Creating an Employer-of-Choice Scorecard207
The Plan Works...If You Work the Plan211
Partners in Working the Plan211
Appendix ASummary Checklist of Employer-of-Choice Engagement Practices215
Appendix BGuidelines and Considerations for Exit Interviewing/Surveying and Turnover Analysis218
Bibliography225
Index231

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