I highly recommend the book “The 7 hidden reasons employees leave” by Leigh Branham.
Hidden Reasons and Practical Actions
People complain of poor management when what they want is good management. They complain of favoritism when what they prefer is an even playing field. Along the same line, in describing the seven main reasons employees leave, one comes ever closer to pinpointing what it will take to make employees want to stay with an organization and be more fully engaged. Those seven reasons are:
● The job or workplace was not as expected.
● The mismatch between job and person.
● Too little coaching and feedback.
● Too few growth and advancement opportunities.
● Feeling devalued and unrecognized.
● Stress from overwork and work-life imbalance.
● Loss of trust and confidence in senior leaders.
The Process of Disengagement Employee turnover is not an event — it is a process of disengagement that can take days, weeks, months or even years until the actual decision to leave occurs.
There are several sequential and predictable steps that can unfold in the employee’s journey from disengagement to departure. These are:
● Start the new job with enthusiasm.
● Question the decision to accept the job.
● Think seriously about quitting.
● Try to change things.
● Resolve to quit.
● Consider the cost of quitting.
● Passively seek another job.
● Prepare to actively seek.
● Actively seek.
● Get new job offer.
● Quit to accept new job, quit without a job, or stay
and disengage.
Many managers are so busy or preoccupied that they wouldn’t notice where their employees were in the continuum if they wore signs around their necks that proclaimed “Trying to Change Things!” or “Becoming Less Engaged Every Day!” Managers need to better understand the signs of discontent before they lose their best and brightest people.
The Deliberation Process
There are two distinct periods in an employee’s thought process when he or she considers leaving a company. The first period is the time between his or her first thoughts of quitting and the subsequent decision to leave, when disappointment and even bitterness can set in due to an array of possible circumstances. The second period of the deliberation process is the time between the employee’s decision to leave and the actual leaving. The chances of a manager gaining renewed commitment from an employee in this period are not very good. This is why managers must keep their antennae up and be alert to the signs that an employee is just starting to disengage when there is still time to do something about it.
Why They Leave:
Employees begin to disengage and think about leaving when one or more of four fundamental human needs are not being met. These needs are:
● The need for trust. Expecting the company and management to deliver on its promises, to be honest and open in all communication with you, to invest in you, to treat you fairly and to compensate you in a fair and timely manner.
● The need to have hope. Believing you will be able to grow, develop your skills and have the opportunity for advancement or career progress.
● The need to feel a sense of worth. Feeling confident that if you work hard, do your best, demonstrate commitment and make meaningful contributions, you will be recognized and rewarded accordingly.
● The need to feel competent. Expecting you will be matched to a job that aligns with your talents and your desire for a challenge.