The 7 Hidden Reasons Employees Leave

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

The 7 Hidden Reasons Employees Leave

Author: Leigh Branham
Pub Date: August 2012
Print Edition: $19.95
Print ISBN: 9780814438510
Page Count: 240
Format: Paper or Softback
Edition: Second Edition
e-Book ISBN: 9780814417591

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Table of Contents

CONTENTS

Foreword

Chapter 1

WHY CARE ABOUT WHY THEY LEAVE?

Why Many Managers Don’t Care

Managers Cannot HearWhatWorkersWill Not Speak

The Real Costs of Avoidable Turnover

Turnover: Just an Unavoidable “Cost of Doing Business”?

Recent History:When the Tide Turns,Mindsets Must Change

What About HR’s Role in Exit Interviewing?

Chapter 2

HOW THEY DISENGAGE AND QUIT

Events That Trigger Employee Disengagement

The “Last Straw”That Breaks the Employee-Employer Bond

The Active-Seeking Phase of the Departure Process

Chapter 3

WHY THEY LEAVE:WHAT THE RESEARCH REVEALS

Why Employees Say They Leave

Survey Comments Confirm the Survey Data

Have the Reasons for Leaving Changed Since the Great Recession?

What the New Data Reveal

A Few MoreWords About Pay

Respecting the Differences

Who Has the Power to Meet These Needs?

The Next Seven Chapters: Hidden Reasons and Practical Action

Chapter 4

REASON #1: THE JOB OR WORKPLACE WAS NOT AS EXPECTED

Hidden Mutual Expectations:The Psychological Contract

How to Recognize theWarning Signs of Unmet Expectations:

During and After the Interview

Obstacles to Meeting Mutual Expectations

Engagement Practices 1–8:Matching Mutual Expectations

How Prospective Employees Can Do Their Part

The Beginning or the End of Trust

Engagement Practice Checklist: Meeting Expectations 51

Chapter 5

REASON #2: THE MISMATCH BETWEEN JOB AND PERSON

What’s Missing—A Passion for Matching

Recognizing the Signs of Job-Person Mismatch

Most Common Obstacles to Preventing and Correcting

Job-Person Mismatch

Engagement Practices for Matching Job and Person

Best Practices for Talent Selection

Best Practices for Engaging and Re-Engaging Through Job Task

Assignment

Best Practices for Job Enrichment

The Employee’s Role in the Matching Process

Engagement Practices Checklist: Job-Person Matching

Chapter 6

REASON #3: TOO LITTLE COACHING AND FEEDBACK

Why Coaching and Feedback Are Important to Engagement and

Retention

Why Don’t Managers Provide Coaching and Feedback?

Recognizing the Signs

More Than an Event: It’s About the Relationship

Engagement Practices for Coaching and Giving Feedback

What the Employee Can Do to Get More Feedback and

Coaching

Engagement Practices Checklist: Coaching and Feedback

Chapter 7

REASON #4: TOO FEW GROWTH AND ADVANCEMENT

OPPORTUNITIES

What They Are Really Saying

Employers of Choice Start by Understanding the

New Career Realities

Recognizing the Signs of Blocked Growth and Career Frustration

Best Practices for Creating Growth and Advancement Opportunities

What Employees Can Do to Create Their Own Growth and

Advancement Opportunities

Engagement Practices Checklist: Growth and Advancement Opportunities

Chapter 8

REASON #5: FEELING DEVALUED AND UNRECOGNIZED

Why Managers Are Reluctant to Recognize Employees’ Efforts

Recognizing the Signs That Employees Feel Devalued and

Unrecognized

Pay:The Most Emotional Issue of All

Pay Practices That Engage and Retain

What Employees Can Do to Be MoreValued and Better Recognized

Engagement Practices Checklist: Feeling Devalued and Unrecognized

Chapter 9

REASON #6: STRESS FROM OVERWORK AND

WORK-LIFE IMBALANCE

How Big a Problem Is Stress?

Causes of Increased Stress

Signs ThatYourWorkers May Be Stressed Out or Overworked

Healthy versus Toxic Cultures

More Than Just the Right Thing to Do

How Three of the Best Places in America toWork Do It

What These Employers Have in Common

You’re Not Competing Just with the “Big Boys”

What the Employee Can Do to Relieve Stress and Overwork

Engagement Practices Checklist: Overwork andWork-Life Imbalance

Chapter 10

REASON #7: LOSS OF TRUST AND CONFIDENCE IN SENIOR LEADERS

A Crisis of Trust and Confidence

Reading the Signs of Distrust and Do

Criteria for EvaluatingWhether to Trust and Have Confidence

What the Employee Can Do to Build Reciprocal Trust and Confidence

Engagement Practices Checklist: Building Trust and Confidence

Chapter 11

PLANNING TO BECOME AN EMPLOYER OF CHOICE

Talent Engagement Strategies in Action

What DoWe Learn from These Success Stories?

Linking Talent and Business Objectives

Linking the Right Measures to Business Results

Creating an Employer-of-Choice Scorecard

The PlanWorks . . . If YouWork the Plan

Partners inWorking the Plan

Appendix A

SUMMARY CHECKLIST OF EMPLOYER-OF-CHOICE

ENGAGEMENT PRACTICES

Appendix B

GUIDELINES AND CONSIDERATIONS FOR EXIT

INTERVIEWING/SURVEYING AND TURNOVER ANALYSIS

INDEX

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