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Branham L. - The 7 hidden reasons employees leave [c] how to recognize the subtle (2005)(en)

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TLFeBOOK

More Praise for The 7 Hidden Reasons Employees Leave:

‘‘If you are a business leader who recognizes that maximizing your company’s human capital will be the key for competitive success in the 21st century, this book offers a practical guide to retaining that valuable asset. Backed by a mixture of research, data, and common sense, Branham provides the business rationale and specific steps that any manager can implement to combat the issues that are driving their employees to leave.’’

—Wayne M. Keegan, Chief Human Resources Officer, Ingram Book Group, Inc.

‘‘Leigh Branham has written a concise and engaging book. Several key factors make this a valuable read: He has included insights that underscore the mutuality between employer and employee in retention efforts. He has used evidence of various levels to support his framework. And, he provides case examples to illustrate his points. This is definitely a book any new manager would want to read.’’

—Karen Haase-Herrick, RN, MN, 2004 President, American Organization of Nurse Executives

‘‘If you truly understand that your people are your most important asset, this is must reading for all of your management team! A clear roadmap for positioning your company as an employer of choice!’’

—Melanie Ways, PHR, Human Resources Manager, EEO/Affirmative Action Officer, Duncan Aviation, Inc.

‘‘The book provides a great ‘roadmap’ for successful hiring and retention, with many common (and not-so-common) sense ideas. I found especially instructive the real-world examples from companies that have experienced success retaining top talent.’’

Keith Wiedenkeller, Senior Vice President,

Human Resources, AMC Entertainment, Inc.

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TLFeBOOK

The 7 Hidden Reasons

Employees Leave

How to Recognize the Subtle Signs and Act Before It’s Too Late

Leigh Branham

American Management Association

New York Atlanta Brussels Chicago Mexico City San Francisco

Shanghai Tokyo Toronto Washington, D.C.

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Special discounts on bulk quantities of AMACOM books are available to corporations, professional associations, and other organizations. For details, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019.

Tel.: 212-903-8316. Fax: 212-903-8083. Web site: www.amacombooks.org

This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought.

Library of Congress Cataloging-in-Publication Data

Branham, Leigh.

The 7 hidden reasons employees leave : how to recognize the subtle signs and act before it’s too late / Leigh Branham.

p. cm. Includes index.

ISBN 0-8144-0851-6

1.Labor turnover. 2. Employee retention. 3. Job satisfaction. I. Title: Seven hidden reasons employees leave. II. Title.

HF5549.5.T8B7 2005 658.3 14—dc22

2004013353

2005 Leigh Branham. All rights reserved.

Printed in the United States of America.

This publication may not be reproduced, stored in a retrieval system,

or transmitted in whole or in part,

in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019.

Printing Number

10 9 8 7 6 5 4 3 2 1

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T , F L B , S . B G B , , L G B .

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C O N T E N T S

PREFACE

xi

ACKNOWLEDGMENTS

xiii

Chapter One

 

 

 

WHY CARE ABOUT WHY THEY LEAVE?

1

Managers Will Not Hear What Workers Will Not Speak

2

Turnover: Just a ‘‘Cost of Doing Business?’’

5

When the Tide Turns, Mindsets Must Change

7

What About HR’s Role in Exit Interviewing?

8

Chapter Two

 

HOW THEY DISENGAGE AND QUIT

11

The Disengagement Process

11

The Deliberation Process

15

Chapter Three

 

 

 

WHY THEY LEAVE: WHAT THE RESEARCH REVEALS

17

Why Employees Say They Leave

20

What Caused Their Initial Dissatisfaction?

24

A Few Words About Pay

24

Respecting the Differences

26

Who Has the Power to Meet These Needs?

27

The Next Seven Chapters: Hidden Reasons and Practical Actions

28

Chapter Four

 

 

 

REASON 1: THE JOB OR WORKPLACE WAS NOT AS EXPECTED

31

Hidden Mutual Expectations: The Psychological Contract

34

vii

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viii

Contents

How to Recognize the Warning Signs of Unmet Expectations

37

Obstacles to Meeting Mutual Expectations

38

Engagement Practices for Matching Mutual Expectations

39

How Prospective Employees Can Do Their Part

44

The Beginning or Ending of Trust

45

Employer-of-Choice Engagement Practices Review and

 

Checklist

45

Chapter Five

 

 

 

REASON 2: THE MISMATCH BETWEEN JOB AND PERSON

47

What’s Missing: A Passion for Matching

49

Common Misconceptions and Truths About Talent

50

Recognizing the Signs of Job-Person Mismatch

52

Obstacles to Preventing and Correcting Job-Person Mismatch

53

Best-Fit Selection Practices

54

Best Practices for Engaging and Re-Engaging Through Job Task

 

Assignment

62

The Employee’s Role in the Matching Process

67

Employer-of-Choice Engagement Practices Review and

 

Checklist

68

Chapter Six

 

 

 

REASON 3: TOO LITTLE COACHING AND FEEDBACK

70

Why Coaching and Feedback Are Important to Engagement and

Retention

72

Why Don’t Managers Provide Coaching and Feedback?

73

Recognizing the Signs

75

More Than an Event: It’s About the Relationship

75

Engagement Practices for Coaching and Giving Feedback

77

A Five-Step Coaching Process

82

What the Employee Can Do to Get More Feedback and

 

Coaching

89

Employer-of-Choice Engagement Practices Review and

 

Checklist

90

Chapter Seven

 

 

 

REASON 4: TOO FEW GROWTH AND ADVANCEMENT

 

OPPORTUNITIES

93

What They Are Really Saying

95

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C

ix

Employers of Choice Start by Understanding the New Career

 

Realities

97

Recognizing the Signs of Blocked Growth and Career

 

Frustration

99

Best Practices for Creating Growth and Advancement

 

Opportunities

100

What Employees Can Do to Create Their Own Growth and

 

Advancement Opportunities

114

Employer-of-Choice Engagement Practices Review and

 

Checklist

115

Chapter Eight

 

REASON 5: FEELING DEVALUED AND UNRECOGNIZED

118

Why Managers Are Reluctant to Recognize

122

Recognizing the Signs That Employees Feel Devalued and

 

Unrecognized

123

Pay: The Most Emotional Issue of All

124

Pay Practices That Engage and Retain

125

Three Types of Variable Pay

129

The Total Rewards Approach to Scarce Talent

132

Nonpay Best Practices for Valuing and Recognizing People

133

Focus on the People, Not Just the Numbers

136

What Employees Can Do to Be More Valued and Better

 

Recognized

144

Employer-of-Choice Engagement Practice Review and

 

Checklist

145

Chapter Nine

 

 

 

REASON 6: STRESS FROM OVERWORK AND WORK-LIFE

 

IMBALANCE

147

How Big a Problem Is Stress?

150

Causes of Increased Stress

151

Signs that Your Workers May Be Stressed-Out or Overworked

151

Healthy vs. Toxic Cultures

152

More Than Just the Right Thing to Do

154

The Best Places in America to Work

156

It’s Not Just the ‘‘Big Boys’’ You’re Competing With

158

A Big Menu of Benefits and Services

160

What the Employee Can Do to Relieve Stress and Overwork

175

Employer-of-Choice Engagement Practices Review and

 

Checklist

176

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