Branham L. - The 7 hidden reasons employees leave [c] how to recognize the subtle (2005)(en)
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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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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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C O N T E N T S
PREFACE |
xi |
ACKNOWLEDGMENTS |
xiii |
Chapter One |
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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 |
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HOW THEY DISENGAGE AND QUIT |
11 |
The Disengagement Process |
11 |
The Deliberation Process |
15 |
Chapter Three |
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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 |
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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 |
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Checklist |
45 |
Chapter Five |
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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 |
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Assignment |
62 |
The Employee’s Role in the Matching Process |
67 |
Employer-of-Choice Engagement Practices Review and |
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Checklist |
68 |
Chapter Six |
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REASON 3: TOO LITTLE COACHING AND FEEDBACK |
70 |
Why Coaching and Feedback Are Important to Engagement and |
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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 |
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Coaching |
89 |
Employer-of-Choice Engagement Practices Review and |
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Checklist |
90 |
Chapter Seven |
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REASON 4: TOO FEW GROWTH AND ADVANCEMENT |
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OPPORTUNITIES |
93 |
What They Are Really Saying |
95 |
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C |
ix |
Employers of Choice Start by Understanding the New Career |
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Realities |
97 |
Recognizing the Signs of Blocked Growth and Career |
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Frustration |
99 |
Best Practices for Creating Growth and Advancement |
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Opportunities |
100 |
What Employees Can Do to Create Their Own Growth and |
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Advancement Opportunities |
114 |
Employer-of-Choice Engagement Practices Review and |
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Checklist |
115 |
Chapter Eight |
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REASON 5: FEELING DEVALUED AND UNRECOGNIZED |
118 |
Why Managers Are Reluctant to Recognize |
122 |
Recognizing the Signs That Employees Feel Devalued and |
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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 |
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Recognized |
144 |
Employer-of-Choice Engagement Practice Review and |
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Checklist |
145 |
Chapter Nine |
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REASON 6: STRESS FROM OVERWORK AND WORK-LIFE |
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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 |
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Checklist |
176 |
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