employees leave

In 7 Hidden Reasons Why Employees Leave, Work Commitment experts reveal the hidden motivations and complicated that many competent employees are encouraged to question their company, release of working on it and eventually leave them.

The actual root cause of staff turnover veiled in front of our eyes. You only need to pay a little attention to see that they are nothing other than a lack of recognition, a job that does not fill, the limited possibilities of promotion, poor management practices, lack of confidence or leadership dysfunctional workplace culture.

However, all of them hidden from the individuals who should be most aware of them: the managers whose role is to engage and retain the best employees of each organization. Most of these managers believe that the employee is leaving the company as interested in offering better from the outside ( “pull factors”). Although this offer will no doubt play an important role, considering them as the main cause is simple and shallow.

What these executives forget is that it is “repulsion factor,” has been mentioned, that foster opportunities pull out. The employee should ask the question is not “Why did you leave us?” , But “Why do not you stay?”

Here are the main seven reasons why employees leave:

  • Expectations Disappointed
  • The Mismatch Between the Person and the Position
  • Not Enough Follow-up and Advice for Employees
  • Some Opportunities for Growth and Promotion
  • Feeling Undervalued or Unrecognized
  • Stress of Work Overload and Imbalance Between Work and Personal Life
  • Loss of Confidence in the Top Leadership

The First Reason: Expectations Disappointed

employees leave

Every day, new candidates joined the staff of the organization illusory and unrealistic expectations. Some keep them and adapt, others give up but stayed and many chose to leave.

For example, when a new employee is expected to be promoted after one year in the position, and his boss is not willing to do so, one of the first employees frustrated expectations and, on the contrary: if he is promoted, the expectation is met. Kotter research confirms that the greater the correspondence between mutual expectations, the greater the job satisfaction and lower employee turnover.

When he realized that the company’s employees ignore some of their aspirations, they often feel betrayed, as if a real contract was broken in bad faith. This experience could be a “shock” or a turning point from which the commitment less progressive spiral begins, until the final abandonment of the company.

Clear expectations of employees, the more likely they are to fit in with the company. However, many new employees fresh out of college, only very vaguely know their wants and needs. This problem is complicated when, as it happens very often, organizations do not know very well what is expected of the recruits.

Psychological contract change from time to time, as expectations of both employees and changes in the company. In any reorientation of hope, open communication should help keep the convergence of both parties or lead them to negotiate or breaking the contract.

Practices that help increase mutual fulfillment of expectations. 

There are some proven practices, which are used in the best organization, which greatly increases the probability that the new employees will work in the company, were satisfied with their jobs and remain in the company for a long time. 

Perform initial analysis of a realistic and work with each new candidate. This practice is the most common way to address potentially unfocused expectations. It involves an open and honest discussion about the work activities, the expected performance, the team directly, the working conditions, regulations and policies, corporate culture, leadership, financial stability of the company and any other topic that surprises should be kept to a minimum.

While this practice is not without controversy (the risk of scaring or loss of talented employees can be great), the experience of companies that have adopted it indicates that those candidates who best fit the profile are those that come back down a bit. for having participated in a previous analysis of this and feel even more motivated thanks to it.

Companies whose candidate lost when they reveal the truth about the work or the workplace will lose them within the first few months in their new jobs as well. Instead, they were told the truth from the beginning and allows the candidate to quit immediately if they are not sure to save the cost of replacement and their retention.

Create a realistic job description with a shortlist of core competencies. By creating a list is too exhaustive requirements and competencies that the “ideal candidate” must possess, the human resources team inadvertently narrowed their candidate base, as the numbers that the election will pass to decline. In this way, they also open up the possibility that new employees may not live up to the expectations of the performance of the set.

To avoid the problem, it will be easier to design a realistic list of only 5 or 6 most important competencies for success, should not innate talent and technical knowledge. For example, a good customer service representative needs not only better understand the company’s products, but also an innate ability to not personally take anger customers.

The Second Reason: The Mismatch Between the Person and the Position

Research from the last 25 years has shown that 80% of employees think they do not use their skills every day. This is because the manager does not care about it or did not notice the boredom and no shortage of challenges; They delegate responsibility very little to make them as interesting or challenging; employees are not aware of their strengths and the type of work that would be best for them; many organizations lack an effective method to evaluate the talent of their employees.

Given this situation, it is surprising that 20% of the workforce do use their skills every day. This is a reminder that some managers are concerned that their corresponding employee talent with the demands of the position and meet the expectations of their inhabitants.

The main ingredient that is rare in many other companies is the lack of passion in the appropriate manager to place employees in positions. Although many obstacles prevent the development of this passion, the most important is the lack of knowledge about the nature of human talent. Some managers believe that their employees are pieces to put in the slot where it is needed. Others argue that skills and knowledge are more important than talent. And third parties are confident that, with the right training, mentoring, and attitudes, individuals can learn to do any job well.

Underpinning all three of these misconceptions is the idea that the needs of the organization must prevail over individual needs, which must always adapt. However, at present, companies compete for talent, and the opportunities they have to find a position following their needs increase. At this point, organizations are beginning to realize that it is possible to find a way to align employees’ needs and the needs of the organization so that both parties are satisfied.

Selection of best practices. Companies that have a great reputation for selecting the best talent and put them in the right position often have the same number of practices.

Committed to the continuous improvement of talent. The best companies are severe and determined when planning their talent management. They are aware that their future depends on finding and retaining the right people for each position, and they do not leave it to chance.

Determined to do something about it, Director of Human Resources company hired investigators to identify and evaluate the two candidates recommended by the company’s executives and those from other sources. Whenever they receive a recommendation of candidates, the HR department called him for an interview and information obtained from it becomes part of the database.

With this system, executives feel freer to pursue the search for not evaluating talent. Thanks to this measure, The Hartford also lowers the cost of recruitment and retention of employees.

Create a comprehensive network to attract the best talent. The logic of this practice is simple: the greater the selection, the better the chances of finding the perfect candidate. There are three ways to broaden the base of the candidates: do not impose too many demands on its position, change the requirements for the position, and the search for talent pool not previously explored.

Sometimes the job description contains too many conditions many are recommended but not essential and inhibits the recruitment of new talent. We should try to eliminate them, especially when the labour market is reduced, or there is a shortage of talent for the job.

As an alternative talent, one of the most overlooked is that the internal candidate. Many hiring managers are dedicated to becoming victims of their limited perception. Do not think about an administrative assistant for a management position, considering they were second-class employees, is one of the most common prejudices.

Following the interview process clear and strict. The majority of companies with good records retention process has these characteristics and the recruitment of professionals who follow him in the letter.

For example, they offer training to recruit staff in “behavioral interview,” in which candidates are evaluated based on key competencies and the position are invited to tell how and where they have shown them in the past.

Some companies also use multiple interviewers – candidate’s future colleagues, with whom you will have to interact frequently. In this way, not only the team members more involved in decision-making but a different insight and insight gained from those who have held an interest in hiring the right people.

The Third Reason: Not Enough Follow-up and Advice for Employees

Monitor performance and advice to employees about it is very important for the latter because they help them find the answers to four basic questions: Where are we going as a company? How can we get there? What is expected of me? How do I do?

The answers to these questions make sense of the employee’s efforts. We all have a basic need to exercise some competence and know that our talents to work to make valuable contributions.

Companies must ensure that their employees are guided and receive timely advice from mentoring them so that their business remains aligned with organizational goals and expectations of the immediate supervisor. This attunement is a prerequisite for their commitment to the work they do.

Offer good advice and follow-up for employees must go beyond maintaining several meetings with him and tried to create an open relationship, based on mutual trust.

The dynamics of the manager-employee relationship is complex, but in the best case, in good faith and the right attitude towards the follow-up, employees can get back to work commitments that have been weakened or lost. In this case, it would be advisable to apply some of the following practices.

Provide intensive advice and follow-up to new employees.

Good managers know that they need to properly manage the process of adaptation of their newly hired staff. To do this, they adopt certain measures, such as employee planning the first week in his new job and spend enough time with him at the beginning and end of it; 

During that week, talk with the new members about what is expected of them in the next three months and ask them to write a performance agreement in which expectations are translated into specific, measurable, achievable and realistic results; met with them after three months to analyze the results and suggest new for the next quarter; Do not forget to ask them if one of your expectations are not met and jointly investigate possible reasons.

Many companies have started “360º mentoring” or mentoring multilateral, which allows employees to receive legal advice not only from their superiors but also from their peers, subordinates or clients. The goal is for them to see how they are perceived from all angles. 

This method of obtaining the best results, especially when the board is used for self-development and not for evaluating performance or point to a decision on promotion or salary increase; when practised not in any way subject to, but voluntarily; when employees are allowed to choose evaluators in conjunction with their immediate supervisor and when after receiving the evaluation report, employees are encouraged to seek clarification in an open discussion with the evaluator.

other companies began to incorporate monitoring competence in the list of the main requirements that a manager should have. For example, instead of requiring a simple “personnel management” as one of the competencies of a manager, it is preferable to select, train and evaluate them based on competence more specifically defined. 

This means that “personnel management” should be translated into some of the more specific competencies, such as human resource planning, employee selection, monitoring, training and development and employee recognition and motivation, with a clear definition of what each had to.

The Fourth Reason: Some Opportunities for Growth and Promotion

There are so many and so great changes taking place in today’s business world and how it works, that the impact on an individual professional career working in the company to be recognized.

A wave of downsizing has affected the loyalty contracts and increased levels of stress and job insecurity. Continue to focus on short-term bottom-line results, particularly among large corporations, putting tremendous pressure on executives to cut costs and Requiring employees to produce more with less. Increased productivity is obtained by reducing the price of employee satisfaction with their work, their promotion freezing and prevent job creation.

The cumulative effect of all these changes has created a new contract between employer and employee expectations that favors short-term employment, promotion in the form of recognition, growth and personal satisfaction and greater employee autonomy.

This new type of contract is not yet a reality in many organizations, especially those that control over the value of their employee autonomy. Instead, most are betting that most employers draw their employees to take the initiative in the development of their professional careers, remain in the company and feel committed to their work.

A self-assessment tool and training offered in career self-management to all employees. smart companies realize that their employees may not be fully aware of their strengths and consequently can not understand, articulate, or harness their full potential. Not realizing their talents, employees can choose the position they deserve. They can also “plagiarize” the aims and ambitions of their colleagues and take on roles according to their temperament.

Create an alternative to the traditional promotional system. Organizations that truly values ​​talent does not have to punish them with the best technicians forcing them to seek leadership positions in the company as the only way to get a higher salary. On the contrary, the creation of high-level technical positions with greater responsibility and an adequate salary should be a priority. This step will offer them the opportunity to grow without having to leave the company or transfer to a position in which the inability of personnel management maybe they could realize themselves.

Maintaining a strong commitment to employee training. Many managers ask employees for training expenditure, especially in periods of recession. They are concerned that the employee who, after training, can leave the company and go to work for their competitors. They forget that the good employees can receive training leave, and do not accept it and leave or, worse yet, do not accept it and live.

A good way to give employees more autonomy and choice in their development is to create an account individual training, where they will have some money to spend each year on a program sponsored by the company, which is one or two can be selected according to your taste.

The Fifth Reason: Feeling Undervalued or Unrecognized

Everyone needs to feel important, but many organizations succeeded in making their staff see themselves as insignificant. Sometimes employees see the simple lack of appreciation, have a decent sense of recognition and did not receive it, or no one seems to pay attention to its existence. Other times, the recognition came late, they feel that no one listens to them and that they are worthless than employees of other companies or that they are treated like children instead of adults.

In all these cases, the organization not only miss the opportunity to involve their employees in the work they do, but provide them with a pretext to neglect their duties and, in the end, left the company and thus increase the cost of turnover.

Although many of these obstacles can be understood, it should not be forgotten that there are companies which, although they are, have managed to create a corporate culture of recognition. The task of building a culture as a very large, especially for an organization with a history of leadership or organization that is highly technical or scientific authoritarian where thinking prevails over emotion.

recognition of best practices to engage and retain employees. Companies spend millions of dollars per year for special compensation consultants to ensure that their plans aligned with their corporate culture and goals. For this reason, it is difficult to assert their working practices with the same good results for all organizations. However, while this particular trend wins more motivating and appropriate for the new generation of employees.

Offers a competitive base salary associated with the creation of value. The current requirement to provide added value to customers, coupled with the control base salary increases, have led many companies to relate more to the basic salary of value creation range or years of work experience. 

Reward the results with variable pay in line with the meet company objectives. With the increased attention paid to productivity, many companies are opting for new compensation practices that require employees to risk their wages in exchange for higher profits if they help the company meet its business objectives. While many employees are uncomfortable taking risks of this kind, many others, including the best of them, welcome the opportunity to be the “owner” and must be paid in proportion to their contributions.

Keeping employees informed about the company’s situation. Several things can make you feel less important than the retention of the information they want and need to know. Hiding the cause of your neglect, alienation and lack of commitment to the company. Instead, the organization that ensures a constant flow of their employees foster relevant identification information and a commitment to the entity.

The Sixth Reason: Stress of Work Overload and Imbalance Between Work and Personal Life

The presence of stress in working life is not surprising, but it reveals to consider how many things related to it in the workplace: work overload, personality conflicts, forced overtime, the supervisor regularly, gossip, harassment, prejudice, teamwork bad, abuse of managers and a lack of sensitivity, flexible schedules, etc.

Reason 7: Loss of Confidence in the Top Leadership

Executives are included in the category of the top leadership of an organization is challenged to build a culture of trust and integrity that strengthen employee engagement. While these challenges also exist for other executives or employees, up to the supreme leader to set the tone and example for that.

However, if they do not have the confidence of their employees, even their best efforts will not be sufficient to attract, engage, and retain the staff necessary for the company to achieve its objectives. When it comes to management, employees are the most common problems have to do with a lack of trust and integrity; isolation and loss of contact with everyday reality; greed and interests; lack of consideration and respect for employees; isolation and inaccessibility; Poor change management and communications.

All these complaints show not only to corrosion of trust but for a real crisis of confidence when it comes to top leadership ability to lead organizations to success, which is a basic requirement to attract and retain the best employees.

Inspire confidence with a clear vision, a plan that works, and the competition to practice. One of the first conditions for trust is the competition; leaders who consider themselves able to follow. Employees expect their leader would convince them that the organization prosper and that it will guarantee them a job and a future. 

Supports words with deeds. One major source of cynicism among employees and a lack of commitment is the failure of their leaders to support their words with deeds. They get tired of hearing how “people are our most important asset” and see the training budget cuts without any consideration; how “quality is the main thing” and employees were forced to finish the job in a third of the time it takes or how to “treat the staff with fairness should be the priority of all managers” if responsibility is not demanded from people they do not.

Deposit our trust employees. Show confidence in people who have not become feasible it is a risky attitude. With that, the leaders could compromise their authority as such. They can put too much trust in their employees, making important decisions before they are ready, and they are undermining customer relationships.

Conclusion

Being one of the best organizations to work is a dream achieved for each company, regardless of size. This is not an easy task, but it’s not impossible. With the joint efforts between senior leadership, HR leadership, executives, and employees, this goal has been realized in many companies around the world. It is up to each of all interested parties to take certain actions.

Thus, senior executives must be involved, asking for the support of all involved, build a culture of trust and competence, to pass the budget, and hold all managers responsible for retention.

It is up to the HR leaders to link talent strategy objectives of the company, help organizations understand the real reasons why some employees stay and others leave, and recommend best practices.

Managers have the greatest responsibility because they are the main reason why most employees stay or leave. They must understand the salary is not the main reason for leaving the company and accept that their management style, on the other hand, can be, and thus proceed immediately to change it.

Finally, employees must remember that no manager has plenty of power to involve them in the work as they do. By overvaluing the role of managers in strengthening employee commitment to the organization, many companies risk creating an environment where employees become passive and expect all motivation and incentives coming from outside. In these circumstances, it is easy to fall prey to the mentality victimised related only to claim rights while forgetting about obligations.

Keeping a good balance between the commitment and the right is the common work of the leaders of the company and its employees. A requirement that both sides should reach agreement gives greater importance to the articulation of that commitment real form and action manager to promote it.

By Puneet Sharma

Puneet is an author in Human resources and an intelligent Search engine content marketer. He is specialized in reading and writing about human resource management and automating business management.

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