<html> <head> </head> <body> <p> For every employee who leaves your company for higher pay or a better opportunity, there are many more for whom those “reasons” are just convenient explanations -- and the real impetus for their departure may never be brought to light. </p> <p> </p> <p> Perhaps the real question is: Why are they looking for new jobs in the first place? According to more than 80% of employees, it’s not that there’s greener grass on the other side of the fence; it’s the preponderance of negative factors in their current workplaces -- from poor management practices to toxic workplace cultures -- that essentially push them toward the door. </p> <p> </p> <p> <i>The 7 Hidden Reasons Employees Leave</i> can help you identify the “push” factors in your organization, and mitigate or eliminate all of them. Incorporating data from surveys performed by the prestigious <i>Saratoga Institute</i> of more than 19,000 employees, this critical book examines in depth: </p> <p> </p> <p> * How the employee and the employer travel a two-way street of expectation and reality; What are the warning signs of unmet expectations, and how can you best act on them? </p> <p> * How incomplete talent strategies lead to employee-job mismatches; why a passion for matching must become a core competency in your organization. </p> <p> * The ultimate cost of insufficient or ineffectual feedback; a five-step coaching process that builds strong and durable working relationships. </p> <p> * How growth and advancement opportunities are not keeping pace with new career expectations; how to create opportunities and help your employees create their own. </p> <p> </p> <p> * Best pay practices, rewards programs, and other initiatives for valuing and recognizing employees; understanding the emotional impact of compensation and recognition programs. </p> <p> * The real toll that stress and overwork take on your employees—and on your bottom line; a look at how the best places to work in America got that way, even without high-profile or “newfangled” perks or benefits. </p> <p> * How leadership and employees can (and must) build an environment of mutual trust and confidence; the three universal questions every employee needs answered, and how a disengaged workforce is the direct result of detached leadership </p> <p> </p> <p> The key to becoming an Employer of Choice -- a workplace where top talent are knocking down the doors to get in -- is to develop the attitudes and implement the programs that address each of the above areas. <i>The 7 Hidden Reasons Employees Leave</i> presents 54 Best Practices that will serve as the building blocks for a proactive approach to employee satisfaction, growth, and retention." </p> </body> </html>
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Review
Canadian HR Reporter: "An insightful and sobering account."
About the Author
<html> <head> </head> <body> <p> Leigh Branham is the author of Keeping the People Who Keep You in Business and Founder/Principal of the consulting firm Keeping the People, Inc. (www.keepingthepeople.com). He is widely recognized as an authority on employee engagement and the best practices of organizations that continually boast exceptional retention. He lives in Overland Park, Kansas, and can be reached via email at LB@keepingthepeople.com. </p> </body> </html>
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4.9 out of 5 stars
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50 of 50 people found the following review helpful
5.0 out of 5 stars
A deep and thorough exploration of employee engagement
Mar 30 2005
By Michael Erisman
- Published on Amazon.com
Format:Hardcover
This book is jam packed with insights and studies on why employees leave companies, or worse, disengage from the roles and stay. Woven throughout the book are 55 "Engagement Tips" to improve the culture and environment of your workplace or leadership to keep your top talent deeply engaged and contributing.
At the heart of the book is the deep look into some why employees leave, and several comprehensive studies are summarized here to help dissect the real reasons your company may be losing talent. When it comes to determining the real reasons for dissatisfaction, and eventual disengagement from your company, some of the key reasons center around "mismatch" between the job and the person, and basic leadership failures around coaching, feedback, value, recognition, trust, confidence in leadership, and a lack of a career development opportunity.
What I found most useful were the many insights into the psychology of how and why people feel valued and stay loyal. The book lists four fundamental human needs, which if not met, are triggers for disengagement and loss of talent; Trust; Hope: Worth; Feeling Competent. (Page 20). The quote that opens the section on coaching and feedback sums up the gap, and connection to the psychology involved in ensuring your organization can retain its key talent: "The manager needs to look at the employee not as a problem to be solved, but as a person to be understood." (Page 70). The connection and human dynamic is demonstrated with clarity as the key to creating an environment that enables engaged performers, but it is also one of the most common gaps in leadership today.
Another key element is the changing paradigm of what employees expect. The book compares and contrasts and "old contract" with a "new contract" and looks at the differences between what is expected by today's workers and how this has changed over time. (Page 98). While covered extensively in other works, the book here also examines again the reasons why recognition, so vital to employee satisfaction and engagement, is often so absent from corporate leadership skills. (Page 122).
Overall, this book is a great resource and tremendously valuable topic for anyone whose business or organizational success is dependent on the talent and performance of their people. There are enough charts, graphs, studies, bullet points and sources here to keep the most analytic person engaged throughout. A very comprehensive and well done collection of studies and information which provide a clear roadmap for improving the engagement and performance of your people while lowering attrition and disengagement. Highly recommended.
At the heart of the book is the deep look into some why employees leave, and several comprehensive studies are summarized here to help dissect the real reasons your company may be losing talent. When it comes to determining the real reasons for dissatisfaction, and eventual disengagement from your company, some of the key reasons center around "mismatch" between the job and the person, and basic leadership failures around coaching, feedback, value, recognition, trust, confidence in leadership, and a lack of a career development opportunity.
What I found most useful were the many insights into the psychology of how and why people feel valued and stay loyal. The book lists four fundamental human needs, which if not met, are triggers for disengagement and loss of talent; Trust; Hope: Worth; Feeling Competent. (Page 20). The quote that opens the section on coaching and feedback sums up the gap, and connection to the psychology involved in ensuring your organization can retain its key talent: "The manager needs to look at the employee not as a problem to be solved, but as a person to be understood." (Page 70). The connection and human dynamic is demonstrated with clarity as the key to creating an environment that enables engaged performers, but it is also one of the most common gaps in leadership today.
Another key element is the changing paradigm of what employees expect. The book compares and contrasts and "old contract" with a "new contract" and looks at the differences between what is expected by today's workers and how this has changed over time. (Page 98). While covered extensively in other works, the book here also examines again the reasons why recognition, so vital to employee satisfaction and engagement, is often so absent from corporate leadership skills. (Page 122).
Overall, this book is a great resource and tremendously valuable topic for anyone whose business or organizational success is dependent on the talent and performance of their people. There are enough charts, graphs, studies, bullet points and sources here to keep the most analytic person engaged throughout. A very comprehensive and well done collection of studies and information which provide a clear roadmap for improving the engagement and performance of your people while lowering attrition and disengagement. Highly recommended.
20 of 21 people found the following review helpful
5.0 out of 5 stars
What you don't know not only can hurt you...it WILL
Jan 18 2005
By Robert Morris
- Published on Amazon.com
Format:Hardcover
In Topgrading: How Leading Companies Win by Hiring, Coaching and Keeping the Best People, Bradford D. Smart explains why the average cost of a mis-hire is 24 times the annual salary. (That's right: 24 times the annual salary.) I am unaware of what the average cost of losing a highly-valued employee would be but it must certainly be substantial. This book is based on a wealth of research conducted by or in collaboration with the Saratoga Institute. The observations and conclusions which Branham shares are wholly consistent with what has been revealed by countless other research studies. According to Branham, there are four fundamental human needs. If one or more are not being met, an employee becomes dissatisfied, less productive, perhaps disruptive, and usually leaves. These needs are for trust and hope as well as for feeling a sense of worth and of having competence. No news there.
This book's value is derived from what Branham has to say about seven less obvious (if not "hidden") needs. He focuses on several "subtle signs" by which to identify them and then suggests how to take appropriate action before it is too late. For example, Reason #1: the job or workplace was not as expected. Whose fault is that? Could be those involved in the interview/hiring process who over-sold the job; could be the person hired. Perhaps blame must be shared by everyone directly involved. In any event, Branham explains HOW to recognize the warning signs of unmet expectations, identifies obstacles to meeting mutual expectations, and suggests eight specific "engagement practices" for matching mutual expectations. Branham also devotes an entire chapter to each of the other six reasons, followed by two appendices, each of which all by itself is well worth the cost of this book. Appendix A offers a "Summary Checklist of Employer-of-Choice Engagement Practices"; Appendix B offers "Guidelines and Considerations for Exit Interviewing/Surveying and Turnover Analysis."
Experts on employee relations agree with experts on customer relations that feeling appreciated is ranked among the three most important attributes, with compensation and cost ranked anywhere from 9th to 12th. If the research studies are reliable (and I believe they are), what they indicate is that the best employees and the best customers "leave" for the same "hidden reasons" which Branham examines in this book. If your organization is experiencing such losses, this is a book which should be read and then re-read ASAP. However, Branham's book is essentially worthless if appropriate actions are not then taken immediately. Perhaps policies and procedures need to be revised. Perhaps feedback surveys need to be conducted. Perhaps there are communication problems to be solved. Branham can help each reader to measure the nature and extent of what must be done. Then do it!
This book's value is derived from what Branham has to say about seven less obvious (if not "hidden") needs. He focuses on several "subtle signs" by which to identify them and then suggests how to take appropriate action before it is too late. For example, Reason #1: the job or workplace was not as expected. Whose fault is that? Could be those involved in the interview/hiring process who over-sold the job; could be the person hired. Perhaps blame must be shared by everyone directly involved. In any event, Branham explains HOW to recognize the warning signs of unmet expectations, identifies obstacles to meeting mutual expectations, and suggests eight specific "engagement practices" for matching mutual expectations. Branham also devotes an entire chapter to each of the other six reasons, followed by two appendices, each of which all by itself is well worth the cost of this book. Appendix A offers a "Summary Checklist of Employer-of-Choice Engagement Practices"; Appendix B offers "Guidelines and Considerations for Exit Interviewing/Surveying and Turnover Analysis."
Experts on employee relations agree with experts on customer relations that feeling appreciated is ranked among the three most important attributes, with compensation and cost ranked anywhere from 9th to 12th. If the research studies are reliable (and I believe they are), what they indicate is that the best employees and the best customers "leave" for the same "hidden reasons" which Branham examines in this book. If your organization is experiencing such losses, this is a book which should be read and then re-read ASAP. However, Branham's book is essentially worthless if appropriate actions are not then taken immediately. Perhaps policies and procedures need to be revised. Perhaps feedback surveys need to be conducted. Perhaps there are communication problems to be solved. Branham can help each reader to measure the nature and extent of what must be done. Then do it!
16 of 17 people found the following review helpful
5.0 out of 5 stars
Loved it - From a hard core business book junkie
Mar 31 2005
By Bill F.
- Published on Amazon.com
Format:Hardcover
In The 7 Hidden Reasons Employees Leave, by Leigh Branham, the author describes these seven reasons and then supports them with such detail that I was convinced this book was written with my company in mind. In particular, the need for developing retention programs is very clearly addressed.
As a headhunter, I've listened for years to candidates tell me about their frustrations and concerns with their employers. In these conversations, it was clear that higher compensation wasn't always the key to attracting the better candidates. Branham seems to have nailed down the REAL reasons that people walk out those doors.
Interested in recruiter-proofing your organization? If so, author Branham has done all the hard work for you in this book. These hidden agendas, those that recruiters work so hard to uncover, are laid out for the reader-as is a plan to eliminate them forever, while keeping top performers happy and productive on the job.
I liked this book a great deal, and as a "junkie" for business books, I've read a lot of them. I can tell you that this one will have an impact on your company. It did on mine.
As a headhunter, I've listened for years to candidates tell me about their frustrations and concerns with their employers. In these conversations, it was clear that higher compensation wasn't always the key to attracting the better candidates. Branham seems to have nailed down the REAL reasons that people walk out those doors.
Interested in recruiter-proofing your organization? If so, author Branham has done all the hard work for you in this book. These hidden agendas, those that recruiters work so hard to uncover, are laid out for the reader-as is a plan to eliminate them forever, while keeping top performers happy and productive on the job.
I liked this book a great deal, and as a "junkie" for business books, I've read a lot of them. I can tell you that this one will have an impact on your company. It did on mine.
›
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