THE SUMMARY IN BRIEF. In The 7 Hidden Reasons Employees Leave, employee-retention expert. Leigh Branham knocks down the wall that separates . 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. to harmful workplace cultures—is essentially “pushing” them to do so. The 7 Hidden Reasons Employees Leave is for managers, executives, business owners.

7 Hidden Reasons Employees Leave Pdf

Language:English, Portuguese, Arabic
Genre:Fiction & Literature
Published (Last):29.03.2016
ePub File Size:22.74 MB
PDF File Size:8.41 MB
Distribution:Free* [*Register to download]
Uploaded by: ALVIN

Reproduction in whole or part is prohibited. THE 7 HIDDEN REASONS EMPLOYEES LEAVE by Leigh Branham — THE COMPLETE SUMMARY The Process of. The 7 Hidden Reasons Employees Leave by Leigh Branham, SPHR. As a career transition coach for more than 20 years, I heard hundreds of departing. This books (The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It s Too Late [PDF]) Made by Leigh Branham About .

Too little coaching and feedback of management to employees also a major reason of leave. When the management cannot giving the employee it will cause boar the employees in his workplace and will not interested in work and will less chances of contributing toward their goal because he cannot knows the goal the objectives of the organization.

And if there is coaching present but the feedback factor will not there then also the employee will also not interested in work.

Here the author gives some advises to reengage the employee and less the turnover rate in organizations. Provide training and coaching to the newly hired employee, and take the feedback from employee, make it clear that the feedback is the major responsibility of employees at any level, managers should all know how he can reengage the employees, and manager should play proactive approach. Too few growth and advancement opportunities have a vital role in the settlement of employee in the organization.

If an organization giving growth and advancement opportunity to employee the employee will be more loyal to organization and will stay long time with organization.

The author suggests some points how the organization can provide growth and advancement opportunities to his employees. The organization should provide career self-management training through workshops to enhance their goal setting efforts, keep the employees inform strategy about growth opportunity, train your employee without the fair if they leaves. Feeling devalued and unrecognized to employee plays a backbone role in the employment.

Every employee want importance but in some organization their people feel opposite. The author shows some points to eliminate this verse condition. Reward employee at a high enough level to motivate higher performance, use cash reward for immediate recognition, make new hires feel welcome and important, keep employee inform in the organization, give the physical environment fit for organization.

Stress from overwork and work life imbalance, over work is the problem for most employee because the organization want that the operation must be start every time as a result the overtime given to employee which is psychologically stress for employee and his personal life is imbalance and sacrifice his family time for organization.

The author advise organization to reduce the turnover rate by following his points. Introduce a culture of giving before getting, giving the time of fun to employee in organization, introduce the culture of social connection.

Loss of trust and confidence in senior leaders, the level of trust and confidence among the senior leadership and management and employees is the vital factor for employee engagement. Maintenance factors in the company environment. Factors in the external environment. To prepare Exhibit II, we took the ten reasons for staying cited most frequently by the members of a specific employee group and assigned them to the three categories just listed. For example, employees with college degrees most frequently cited six relating to on-the-job motivation, three relating to job maintenance, and one relating to the environment external to the company.

The exhibit shows that low-skill manufacturing employees stay primarily for maintenance or environmental reasons, many relating to the nonwork environment.

Who Stays & Why?

These employees will not remain on the payroll because of job satisfaction. To them, factors outside the company are more important. The reasons managers and professionals gave for staying were significantly different. As Exhibit II shows, managerial and professional employees stay primarily for reasons related to their work and the work environment; six of the top ten reasons they cited for staying were related to job satisfaction, three to the company environment, and only one to the outside environment.

These data suggest that managers and professionals are more likely to be turn-ons, while low-skill manufacturing people are very likely to be turn-offs.

The moderately skilled manufacturing employees and the clerical people who are not directly involved in the production process more closely resemble the managers and professionals in their reasons for staying than they do low-skill manufacturing people. However, most organizations tend to treat all manufacturing employees alike in terms of benefits, working conditions, supervision, and pay. This study suggests that many skilled hourly employees would be less dissatisfied and more productive if they were treated more nearly as managers are, rather than as low-skill blue-collar workers are.

In the interest of assessing equal opportunity, we compared whites with nonwhites among hourly employees. Nonwhite minorities cited maintenance and environmental reasons for staying more frequently, without mentioning a single motivation factor among their top ten reasons.

People with less than five years of company service were compared with those with five or more. Employees with shorter service stay for internal reasons, their inertia being strengthened by a combination of job satisfaction and the job setting.

However, after five years of service, environmental reasons begin to appear, while internal reasons tend to slip in relative significance.

In other words, as in the case of the young engineer, these employees join a company because they want to. However, as they build family and economic responsibilities, these may displace internal reasons for staying.

A similar relationship was found in educational levels. Exhibit III shows the percentage of employees, by skill category, who selected various environmental reasons for staying with their companies. These figures highlight the varied degrees of significance people with different skill levels place on environmental factors: Exhibit III.

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

The Effects of Environmental Factors on Employees at Various Skill and Job Satisfaction Levels Low-skill employees feel bound principally by benefits, family responsibilities, the difficulty of finding another job, personal friendships with coworkers, loyalty to the company, and simple financial pressures.

Moderate-skill employees feel roughly the same, but they seem somewhat less sensitive to environmental factors. Loyalty to the company, however, was cited more frequently. Managers offer quite a different profile. They stay mainly for reasons related to their jobs themselves and community ties; the difficulty of finding another job, family responsibilities, and company loyalty exert relatively less influence on them. Hence there seem to be real differences in the importance the three groups attach to environmental factors.

Additionally, we might note that managers are more willing to look for new jobs, even though this may be difficult, whereas the low-skill workers tend to be unwilling to do this. Job satisfaction Exhibit III also shows the significance of environmental factors for employees with different degrees of job satisfaction.

Such reasons for staying are self-defeating and hardly could be considered right. These turn-offs have not yet affected turnover statistics, but still they may be having just as severe, or even a more severe, effect on the company. These employees see themselves as so locked in by the environment that they have little alternative but to stay; and, therefore, the possibility of reduced productivity or behavior antagonistic to the organization is great.

Historically this locked-in, turned-off condition has been considered characteristic of manufacturing or unskilled-labor categories, primarily. However, recent reports of increased union interest at the managerial level suggest that it is occurring at higher levels of the organization as well. One study shows that alienation is not limited to the hourly ranks, but may occur at any level of an organization. These employees are excellent examples of personnel who have not affected the turnover statistics but who may have left the company, psychologically, long ago.

This finding illustrates the fact that the reasons people stay are not necessarily the opposite of the reasons why people leave.

One often hears negative statements about supervisors and jobs in exit interviews; yet, of the employees we studied, many who made such statements are still with the companies about which they complain. These are the turn-offs. Moreover, it suggests that these employees do not have as much job mobility as many companies assume.

The reinforcement that environmental factors give to the inertia of these alienated employees must be quite powerful, and it will probably take a strong force to break their inertia—in extreme cases, discharge. It might be concluded at this point that level in the organization, race, tenure, education, and degree of job satisfaction determine why people stay. However, we found a factor more potent than any of these—namely, the work ethic of the people involved in the study. Level 1—Reactive This level of psychological development is restricted primarily to infants, people with serious brain deterioration, and certain psychopathic conditions.

For practical purposes, employees are not ordinarily found at Level 1. Level 2—Tribalistic These employees are best suited to jobs that offer easy work, friendly people, fair play, and, above all, a good boss.

An employee at this level believes that he may not have the best job in the world, but he does as well as others with jobs like his. He likes a boss who tells him exactly what to do and how to do it, and who encourages him by doing it with him.

Level 3—Egocentric The two major requirements of a job for this employee are that it pay well and keep people off his back.

He does not care for any kind of work that ties him down, but he will do it if he must in order to get some money. Because of the raw, rugged value system of this employee, he needs a boss who is tough, but allows him to be tough too. Level 4—Conformist This employee likes a job which is secure, where the rules are followed, and no favoritism is shown. He feels that he has worked hard for what he has and thinks he deserves some good breaks.

Others, he believes, should realize that it is their duty to work. Level 5—Manipulative The ideal job for this employee is one which is full of variety, allows some free wheeling and dealing, and offers pay and bonus on the basis of results.

He feels he is responsible for his own success and is constantly on the lookout for new opportunities. A good boss for this employee understands the politics of getting the job done, knows how to bargain, and is firm but fair. Level 6—Sociocentric A job which allows for the development of friendly relationships with supervisors and others in the work group appeals to this employee. Working with people toward a common goal is more important than getting caught up in a materialistic rat race.

He likes a boss who gets people working in close harmony by being more a friendly person than a boss. Level 7—Existential This employee likes a job where the goals and problems are more important than the money, prestige, or how it should be done.

He prefers work of his own choosing that offers continuing challenge and requires imagination and initiative. To him, a good boss is one who gives him access to the information he needs and lets him do the job in his own way. Exhibit IV tabulates the top ten reasons employees stay, based on their psychological level. It shows a startling dichotomy. Employees possessing relatively high tribalistic or egocentric values stay mainly because of environmental reasons, whereas employees with relatively high manipulative or existential values stay primarily for inside-the-company reasons, many of which are motivational.

We also found that the tribalistic or egocentric employees are located primarily in the low-skill manufacturing functions and that manipulative or existential employees are located primarily in management, research, or professional positions. Exhibit IV. Number of Reasons Why Employees Stay, for Different Levels of Work Values Although not all the implications are clear at this point, it seems apparent that corporate managers, in deciding on policies and philosophy, in reality have been talking to themselves about themselves.

That is, they tend to adopt policies and theories of human motivation that appeal to their own individual value systems, under the assumption that all employees have similar values. For example, many a manipulative manager presumes that money and large, status-laden offices motivate other people in the same way they drove him to his present level of success.

He may have climbed the corporate ladder, but as our results clearly show, for many employees the ladder does not even exist. This is not meant as a criticism of managerial value systems, but as a description of reality. One can expect leaders, whatever their values, to adopt policies which most appeal to their own value system. An individual makes a decision based on what he thinks is right. What is right depends on his values. However, since values of people are not the same, what is right to the manager is often wrong for the employee.

We further explored job retention and values by linking data on values and reasons for staying. This enabled us to determine the values of those people who stay because they like their jobs and those who said that their jobs were not reasons for staying. We found that employees who stay because they like their jobs tend to be relatively manipulative and existential; and those who continue for reasons not directly associated with their jobs tend to be tribalistic and egocentric.

We also found that the tribalistic and especially egocentric workers were relatively more dissatisfied with motivation factors than were employees with other value systems.

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

The least dissatisfied employees had existential values, followed by the manipulative and conformist employees.

This is not too surprising, considering the fact that the free enterprise system tends to reward conformist and manipulative values, and existential people stay only as long as they are happy. It presents the percentage responses of employees scoring the highest ninetieth percentile or greater in each value system—that is, the employees who fit most clearly into each value system. Exhibit V. Value Systems and Environmental Factors The data show a dichotomy between employees with relatively high manipulative or existential values Levels 5 and 7 and other employees, especially those with relatively high tribalistic or egocentric values Levels 2 and 3.

Almost without exception, people of Levels 5 and 7 place less emphasis on external environmental reasons for staying than do people with other values. Thus whereas age, length of service, type of work and skill level, race, and education describe who stays, and for what reason, the underlying value system explains why. But can we, as managers, really use these facts to improve employee retention? Is there a positive approach to keeping people that is more effective than focusing on the negative element of turnover?

Nonetheless, managers must stop the rituals of finding out why people leave and start investing resources in the positive management of retention. If managers reinforce the right reasons for employees staying and avoid reinforcing the wrong reasons, they cannot only improve traditional turnover statistics but set goals for retention.

However, they must begin to understand and respect employees as individuals with values that differ from their own.

As a prerequisite to the development of a program to manage retention, certain difficult questions must be answered: Why do employees stay? What are their values for working and for living? What are their ages, sexes, marital statuses, and so on? What are the right and wrong reasons for employees staying in their jobs?

How dissatisfied is dissatisfied? We have obtained some quantitative insight into the first three questions, but the last two may not have a quantitative solution. For these we offer our value judgments. Ideally, it seems that the goal of managing retention would be to create conditions compatible to the turn-ons-plus—that is, some balance between job satisfaction and environmental reasons.

This raises some questions. To begin with, managers might make pensions highly portable, a measure that would tend to reduce inertia but raise costs. To balance this, it would then be necessary to improve the conditions for satisfaction so that people stay because they want to, not because they must.

Another influence on inertia is the location of a company.Clipping is a handy way to collect important slides you want to go back to later. Need an account? He may have climbed the corporate ladder, but as our results clearly show, for many employees the ladder does not even exist.

A version of this article appeared in the July issue of Harvard Business Review.

Satisfaction & Environment

Focusing on short-term, successful coaching. By revealing what can be done to hold on to the people who provide the most value to the organization, The 7 Hidden Reasons Employees Leave helps leaders increase their teams' morale, productivity—and the company's bottom line. These data suggest that managers and professionals are more likely to be turn-ons, while low-skill manufacturing people are very likely to be turn-offs. Job Satisfaction and Environment The turn-overs are dissatisfied with their job, have few environmental pressures to keep them in the company, and will leave at the first opportunity.

Focusing on short-term, successful coaching. Those two miscon- are more easily enriched than others, but it can be sur- ceptions often lead to short-term solutions that ignore the prisingly easy to make a significant impact with long-term success that can result from focusing on prop- employees and increase retention.

DINO from Jersey City
Look over my other articles. One of my extra-curricular activities is arts. I am fond of reading comics yearningly.