The national unemployment rate hovers around 8 percent. Still, most employed people aren’t happy just to have a job. As a survey by Right Management found, 60 percent of employees plan to leave their current job when an opportunity comes up. Even in today’s shaky economy, should companies simply accept employee turnover as an unavoidable cost of doing business?
An expert on employee engagement, Leigh Branham believes that employee turnover is largely preventable. In THE 7 HIDDEN REASONS EMPLOYEES LEAVE: How to Recognize the Subtle Signs and Act Before It’s Too Late, Second Edition (AMACOM; August 7, 2012; $24.95 Hardcover), Branham reveals what really pushes talented, dedicated people out the door. Along with surprising and useful insights, he provides an arsenal of innovative strategies to help business leaders and managers keep the people their company depends on.
Building on the author’s original, enlightening research into the roots of employee turnover, conducted with the Saratoga Institute, this updated edition features very relevant new revelations. Drawing on more than 1,000 post-exit surveys with employees who quit a job they once coveted in a challenging job marketplace, THE 7 HIDDEN REASONS EMPLOYEES LEAVE brings timely and important understanding to:
Loss of trust in senior leaders. Branham’s findings confirm employees have become increasingly cynical about upper management. To keep employees, C-level executives need to prove their trustworthiness by demonstrating their competence and integrity.
Feeling Devalued. In a climate of frozen salaries, money matters to employees much more than it did a few years ago. To keep valuable people, managers must make people feel valued by recognizing their contributions in meaningful, if not remunerative, ways.
Lack of growth opportunities. Employees who keep hitting roadblocks will feel frustrated and driven to move out to move up. Managers will learn how to keep pace with the career advancement and personal development expectations of employees across generations.
Stress. As Branham’s evidence shows, stress from overwork in the American workplace has reached epidemic proportions. Managers will discover ways to avoid employee burnout and support healthy work-life balance without sacrificing productivity.
Coaching and feedback. Ongoing coaching and ample feedback are vital to not only employee performance, but also satisfaction. By following Branham’s five-step coaching and feedback process, managers will build strong working relationships.
Managers will also learn how to reduce turnover by avoiding employee-job mismatches and how to stop a “triggering event”—something that dramatically changes how employees feel about their workplace—from escalating into resentment and a resignation. Packed with examples and best practices from companies that excel at employee engagement and retention, THE 7 HIDDEN REASONS EMPLOYEES LEAVE gives any company an edge on not only keeping its best and brightest people, but also making all employees happy to have their job.
ABOUT THE AUTHOR
Leigh Branham is founder/principal of the consulting firm Keeping the People, Inc. (www.keepingthepeople.com). He is also the author of Keeping the People Who Keep You in Business and 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.