7 Hidden Reasons Employees Leave How to Recognize the Subtle Signs and Act Before It's Too Late

ISBN-10: 0814417582
ISBN-13: 9780814417584
Edition: 2nd 2012
Authors: Leigh Branham
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Description: People are four times more likely to leave a job because of something going on in the office than for an outside opportunity. Yet most managers blame employee turnover on the lure of other companies. . . even when the real factors are well within  More...

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Book details

List price: $18.99
Edition: 2nd
Copyright year: 2012
Publisher: Amacom
Publication date: 9/1/2012
Binding: Hardcover
Pages: 240
Size: 6.00" wide x 9.00" long x 1.25" tall
Weight: 1.122
Language: English

People are four times more likely to leave a job because of something going on in the office than for an outside opportunity. Yet most managers blame employee turnover on the lure of other companies. . . even when the real factors are well within their control.Based on research performed by the prestigious Saratoga Institute,The 7 Hidden Reasons Employees Leaveprovides readers with real solutions for the costly problem of employee turnover. Now incorporating the results of the author’s “Decision to Leave” post-exit survey, the second edition features new research in employee engagement as well as innovative best practices for engaging and retaining in a down economy.Readers will learn how to align employee expectations with the realities of the position, avoid job–person mismatches, and provide feedback and coaching that breed employee confidence. The book examines factors such as manager relationships, lack of trust in senior leadership, company culture and integrity, salary and benefits, and more—revealing what can be done to hold on to the people who provide the most value to the organization.

Herman Melville (August 1, 1819 - September 28, 1891) was born into a seemingly secure, prosperous world, a descendant of prominent Dutch and English families long established in New York State. That security vanished when first, the family business failed, and then, two years later, in young Melville's thirteenth year, his father died. Without enough money to gain the formal education that professions required, Melville was thrown on his own resources and in 1841 sailed off on a whaling ship bound for the South Seas. His experiences at sea during the next four years were to form in part the basis of his best fiction. Melville's first two books, Typee (1846) and Omoo (1847), were partly romance and partly autobiographical travel books set in the South Seas. Both were popular successes, particularly Typee, which included a stay among cannibals and a romance with a South Sea maiden. During the next several years, Melville published three more romances that drew upon his experiences at sea: Redburn (1849) and White-Jacket (1850), both fairly realistic accounts of the sailor's life and depicting the loss of innocence of central characters; and Mardi (1849), which, like the other two books, began as a romance of adventure but turned into an allegorical critique of contemporary American civilization. Moby Dick (1851) also began as an adventure story, based on Melville's experiences aboard the whaling ship. However, in the writing of it inspired in part by conversations with his friend and neighbor Hawthorne and partly by his own irrepressible imagination and reading of Shakespeare and other Renaissance dramatists Melville turned the book into something so strange that, when it appeared in print, many of his readers and critics were dumbfounded, even outraged. By the mid-1850s, Melville's literary reputation was all but destroyed, and he was obliged to live the rest of his life taking whatever jobs he could find and borrowing money from relatives, who fortunately were always in a position to help him. He continued to write, however, and published some marvelous short fiction pieces Benito Cereno" (1855) and "Bartleby, the Scrivener" (1853) are the best. He also published several volumes of poetry, the most important of which was Battle Pieces and Aspects of the War (1866), poems of occasionally great power that were written in response to the moral challenge of the Civil War. His posthumously published work, Billy Budd (1924), on which he worked up until the time of his death, became Melville's last significant literary work, a brilliant short novel that movingly describes a young sailor's imprisonment and death. Melville's reputation, however, rests most solidly on his great epic romance, Moby Dick. It is a difficult as well as a brilliant book, and many critics have offered interpretations of its complicated ambiguous symbolism. Darrel Abel briefly summed up Moby Dick as "the story of an attempt to search the unsearchable ways of God," although the book has historical, political, and moral implications as well. Melville died at his home in New York City early on the morning of September 28, 1891, at age 72. The doctor listed "cardiac dilation" on the death certificate. He was interred in the Woodlawn Cemetery in The Bronx, New York, along with his wife, Elizabeth Shaw Melville.

Foreword
Why Care About Why they Leave?
Why Many Managers Don't Care
Managers Cannot Hear What Workers Will 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?
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
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 More Words About Pay
Respecting the Differences
Who Has the Power to Meet These Needs?
The Next Seven Chapters: Hidden Reasons and Practical Action
Reason #1: the Job or Workplace was not as Expected
Hidden Mutual Expectations: The Psychological Contract
How to Recognize the Warning 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 Practices Checklist: Meeting Expectations
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
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
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
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 More Valued and Better Recognized
Engagement Practices Checklist: Feeling Devalued and Unrecognized
Reason #6: Stress From Overwork and Work-Life Imbalance
How Big a Problem Is Stress?
Causes of Increased Stress
Signs That Your Workers 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 to Work 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 and Work-Life Imbalance
Reason #7: Loss of Trust and Confidence in Senior Leaders
A Crisis of Trust and Confidence
Reading the Signs of Distrust and Doubt
The Three Questions That Employees Need Answered
Criteria for Evaluating Whether to Trust and Have Confidence
What the Employee Can Do to Build Reciprocal Trust and Confidence
Engagement Practices Checklist: Building Trust and Confidence
Planning to Become an Employer of Choice
Talent Engagement Strategies in Action
What Do We Learn from These Success Stories?
Linking Talent and Business Objectives
Linking the Right Measures to Business Results
Creating an Employer-of-Choice Scorecard
The Plan Works… If You Work the Plan
Partners in Working the Plan
Summary Checklist of Employer-of-Choice Engagement Practices
Guidelines and Considerations for Exit Interviewing/Surveying and Turnover Analysis
Index

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