#5 The 7 Hidden Reasons Employees Leave

This seemed interesting and it proved to be full of insight. The 7 Hidden Reasons Employees Leave by Leigh Branham is an analysis based on data from the Saratoga Institute (which is connected to PriceWaterhouseCooper Resource services). The book is full of interesting tidbits and practical insight. For example, while employers think nearly 90% of employees leave for monetary reasons (actually 89%), 88% of employees report they leave for other reasons. There is a discussion of the process by which people leave (which is a longer and more complicated process than we often think) and important insight into the way employees become disengaged even if they have not left yet (or even never leave). The effect of disengagement on an institution can be profound.

The heart of the book describes (one chapter each) seven key reasons people leave: 1) the job was not as expected, 2) mismatch between job and person, 3) too little coaching and feedback, 4) too few growth and advancement opportunities, 5) feeling devalued and unrecognized, 6) stress from overwork and work-life imbalance, and 7) loss of trust and confidence in senior leaders. For each chapter, there are diagnostic questions, suggestions for how employees can avoid some of these and most importantly, specific suggestions employers can implement to enable them to reduce each of the problems (there are a total of 54 suggestions across the seven reasons). I doubt there is any workplace that doesn’t have at least one of these issues to some degree, and in some cases there may be multiple and extreme cases. So, for example, one might work at a 3,5,6 and 7 workplace; and employers might find that only a handful of the suggestions would be appropriate for their given circumstance. But the breadth and specificity are very useful.

It’s a pretty quick read and worth thinking about for anyone involved in management.


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