WHY EMPLOYEES LEAVE ORGANIZATIONS "People leave managers not companies”ManagersPeople don’t leave jobs, they leave managers. If employees don’t get along with theirmanagers, don’t like them or don’t respect them, they will leave a company despite ahigh salary or great benefits. A bad manager is a big factor in employee performance. Agood manager, no matter the salary, will inspire loyaltyGallup Organization. The study surveyed over a million employees and 80,000managers and was published in a book called "First Break All The Rules". It came upwith this surprising finding:If youre losing good people, look to their manager .... manager is the reason people stayand thrive in an organization. And he s the reason why people leave. When peopleleave they take knowledge,experienc e and contacts with them, straight to thecompetition.
Mostly manager drives people away?HR experts say that of all the abuses, employees find humiliation the most intolerable.The first time, an employee may not leave, but a thought has been planted. The secondtime, that thought gets strengthened. The third time, he looks for another job.When people cannot retort openly in anger, they do so by passive aggression. Bydigging their heels in and slowing down. By doing only what they are told to do and nomore. By omitting to give the boss crucial information. Dev says: "If you work for a jerk,you basically want to get him into trouble. You don t have your heart and soul in thejob."Different managers can stress out employees in different ways - by being too controlling,too suspicious, too pushy, too critical, but they forget that workers are not fixed assets,they are free agents. When this goes on too long, an employee will quit - often over atrivial issue.Talented men leave. Dead wood doesnt.
Constant ReorganizationCompanies that seemed to reorganize every six to nine months don’t have a goodretention rate. Their upper management gets shifted into different positions, managersare changed and even business units are renamed. Almost every time a reorganizationhappens, people get laid off. This creates an environment of uncertainty and peopledon’t feel like they can lay down roots.Negative CompetitionCompetition is good, gladiator wars aren’t. Pitting people and departments against eachother does not encourage people to stay. Some people thrive in all stressfulenvironments, most don’t. Why do you think there are so many articles about how tomanage stress? People will leave a job if stress makes them ill.Lack of SupportDo you communicate with your employees? Have you sat down and created a plan fortheir growth within the company? Has that plan been implemented after sign-off? If amanager doesn’t take the time to know his employee and foster growth, people will feelunappreciated. Do you know what unappreciated people do? They walk
every organization has key people they simply can’t afford to lose. And, they are notalways your top executives – I know, hard to believe right! If you don’t know who thesetop performers are, and take careful steps to retain them, they may put your organizationin great peril. To add to Renee’s thinking, here are 10 practical retention steps that canhelp keep you competitive in the marketplace.For starters, have you even identified your most key employees? I know everyone willsay yes but unless you’ve written their names down on a list entitled “Key Employeesyou must retain” you really can’t develop a comprehensive retention strategy.Have you talked to them; even better, have you listened to how they view their currentchallenges and immediate career prospects? Lack of challenge and the lack of careeropportunities are two of the top reasons why key employees depart for greener pastures.How often do your key people get an audience with senior executives to understand andas importantly, discuss the company’s performance, immediate challenges and longterm strategy? Key employees like to be in on the action and to see ways they caninfluence the future direction and success of the enterprise.How often do your key employees attend mind expanding seminars or work on specialprojects outside of their day to day job? Key employees need to experience growthopportunities.How well and how often do key employees get rewarded for their extraordinarycontribution? It’s been said that this 20% of your workforce does 80% of the work – youbetter be sure they feel rewarded and recognized. It’s not always the money but don’t kidyourself, the money matters and some other firm would be more than happy to give thema nice increase and signing bonus to steal them away.
Do you know how your key employees feel about their immediate Manager? A weakmanager is one of the top reasons a key employee will leave an organization.How often do you sit down with key employees to review expectations, performance andget to know them? Key employees are wired to exceed expectations. The more they cansee how their contribution makes a significant contribution, the longer you can keepthem engaged. And don’t minimize the importance of building a relationship. It’s therelationship you develop that will keep the lines of communication open and avoidsurprises.How do you show trust, commitment and respect for your key employees? These are thebehaviors that build loyalty.How do you ensure accountability for retaining key employees? This can’t be an HRProgram. Each executive needs to be accountable for retaining these most valuableassets.Do you have a key employee retention plan that gets reviewed at least quarterly?Without a plan with clear outcomes, the retention of key employees is left to chance.I’m sure there are other ideas for retaining key employees and it would be great to hearthem! If you claim retention to be a top priority, you can demonstrate that commitment bywhat you do, not by what you say.
Retention StrategiesIn order to retain employees and reduce turnover managers must meetthe goals of employees without losing sight of the organizations goals,thereby creating a "win-win" situation.