Over the last 2 months I have seen 5 employees voluntarily terminate from Company X. In each instance the decision was made by the employee with a clear-headed purpose and what appeared to be a great deal of thought and consideration. Each employee provided two weeks’ notice and ensured that their projects were successfully handed off to a co-worker prior to their departure. You couldn’t ask for more.
Yes, I could.
Any employer should immediately ask what is causing this loss of valuable skills and knowledge? And, what steps can I take to stop it? (Two of those individuals opted to leave without the benefit of a new position. In today’s economy, that is frightening.)
In each instance these employees were open to sitting down and discussing what motivated their decision to leave. Each individual indicated that their number one reason to leave Company X was poor leadership. When asked; “Would you recommend working for this company to your family and friends” the answer was, “not at this time.” In each area of our conversation, communication and leadership was ranked at the lowest possible mark.
In 2005 Leigh Branham published the book, The 7 Hidden Reasons Employees Leave: How to Recognize The Subtle Signs and Act Before It Is Too Late. The book provides some interesting information that truly brings to light the disconnect between managers and employees. “ . . . 89% of managers believe that employees leave for more money. But, in fact, the survey found that 88% of the employees leave for reasons other than money.” It has often been stated that employees leave managers, not companies. If you review the below 10 most frequently mentioned issues, you will find that that appears to be the case!
The 10 most frequently mentioned issues that employees say companies do poorly are:
· Poor management—uncaring and unprofessional managers; overworking staff; no respect, not listening, putting people in wrong jobs; speed over quality; poor manager selection processes.
· Lack of career growth and advancement opportunities—no perceivable career paths; not posting job openings or filling from within; favoritism or unfair promotions.
· Poor communications—problems communicating top-down and between departments; after mergers; between facilities.
· Pay—paid under-market or less than contributions warrant; pay inequities; slow raises; favoritism for bonuses/raises; ineffective appraisals.
· Lack of recognition—that says it all.
· Poor senior leadership—not listening, asking, or investing in employees; unresponsiveness and isolation; mixed messages.
· Lack of training—nonexistent or superficial training; nothing for new hires, managers, or to move up.
· Excessive workload—doing more with less; sacrificing quality and customer service for numbers.
· Lack of tools and resources—insufficient, malfunctioning, outdated, equipment/supplies; overwork without relief.
· Lack of teamwork—poor coworker cooperation/commitment; lack of interdepartmental coordination.
Whether you are Company A or Company X, as a manager there are questions that you should ask: What is the rate of our employee turnover? Are we loosing valuable employees? Is there a steady stream of exiting employees? Why are they leaving?
Communicate with your employees, while they are still your employees. Don’t wait until you begin experiencing a high rate of turnover to realize that you have a problem. Managers must take steps to improve their listening skills and to encourage ongoing, meaningful interaction with their team members. Listen to employee concerns and be prepared to act on them.
Yes, I could.
Any employer should immediately ask what is causing this loss of valuable skills and knowledge? And, what steps can I take to stop it? (Two of those individuals opted to leave without the benefit of a new position. In today’s economy, that is frightening.)
In each instance these employees were open to sitting down and discussing what motivated their decision to leave. Each individual indicated that their number one reason to leave Company X was poor leadership. When asked; “Would you recommend working for this company to your family and friends” the answer was, “not at this time.” In each area of our conversation, communication and leadership was ranked at the lowest possible mark.
In 2005 Leigh Branham published the book, The 7 Hidden Reasons Employees Leave: How to Recognize The Subtle Signs and Act Before It Is Too Late. The book provides some interesting information that truly brings to light the disconnect between managers and employees. “ . . . 89% of managers believe that employees leave for more money. But, in fact, the survey found that 88% of the employees leave for reasons other than money.” It has often been stated that employees leave managers, not companies. If you review the below 10 most frequently mentioned issues, you will find that that appears to be the case!
The 10 most frequently mentioned issues that employees say companies do poorly are:
· Poor management—uncaring and unprofessional managers; overworking staff; no respect, not listening, putting people in wrong jobs; speed over quality; poor manager selection processes.
· Lack of career growth and advancement opportunities—no perceivable career paths; not posting job openings or filling from within; favoritism or unfair promotions.
· Poor communications—problems communicating top-down and between departments; after mergers; between facilities.
· Pay—paid under-market or less than contributions warrant; pay inequities; slow raises; favoritism for bonuses/raises; ineffective appraisals.
· Lack of recognition—that says it all.
· Poor senior leadership—not listening, asking, or investing in employees; unresponsiveness and isolation; mixed messages.
· Lack of training—nonexistent or superficial training; nothing for new hires, managers, or to move up.
· Excessive workload—doing more with less; sacrificing quality and customer service for numbers.
· Lack of tools and resources—insufficient, malfunctioning, outdated, equipment/supplies; overwork without relief.
· Lack of teamwork—poor coworker cooperation/commitment; lack of interdepartmental coordination.
Whether you are Company A or Company X, as a manager there are questions that you should ask: What is the rate of our employee turnover? Are we loosing valuable employees? Is there a steady stream of exiting employees? Why are they leaving?
Communicate with your employees, while they are still your employees. Don’t wait until you begin experiencing a high rate of turnover to realize that you have a problem. Managers must take steps to improve their listening skills and to encourage ongoing, meaningful interaction with their team members. Listen to employee concerns and be prepared to act on them.
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