7 HIDDEN REASONS WHY EMPLOYEES LEAVE - BOOK REVIEW

8/7/2019 7 HIDDEN REASONS WHY EMPLOYEES LEAVE - BOOK REVIEW

1/19

THE 7 HIDDEN REASONS

WHY EMPLOYEES LEAVE

By LEIGH BRANHAM

PRESENTED BY

GROUP 2

ANKUSH > JISHNU > KUMAIL > TUHIN


2/19

PROCESS OF DISENGAGEMENTSTEPS INVOLVED IN EMPLOYEES JOURNEY FROM DISENGAGEMENT

TO DEPARTURE Start the new job with enthusiasm.

Question the decision to accept the job.

Think seriously about quitting.

Try to change things.

Resolve to quit.

Consider the cost of quitting.

Passively seek another job.

Prepare to actively seek.

Actively seek.

Get new job offer.

Quit to accept new job, quit without a job, or stay and disengage.


3/19

THE DELIBERATION PROCESS

PERIOD 1 : Time between 1st thought & subsequent decision to leave

PERIOD 2 : Time between decision to leave & actual leaving

WHY THEY LEAVE :

When fundamental human needs are not met!!!

1) Need for trust

2) Need to have hope

3) Need to feel a sense of worth

4) Need to feel competent


4/19

7 HIDDEN REASONS FOR DISENGAGEMENT

REASON # 1 :

THE JOB OR WORK PLACE WAS NOT ASEXPECTED


5/19

MATCHING MUTUAL EXPECTATIONS

Conduct realistic job previews

Hire from a pool of temp- to-hire, adjunct staff, interns andpart time workers

Hire from current employee referrals

CREATE REALISTIC JOB DESCRIPTIONS

Create realistic JD with a list of critical competencies

Allow team members to interview candidates

HIRE FROM WITHIN

Hire from current pool of employees

Create a way for candidate to sample on job experience

Survey new hires to find out means to minimize new hiresurprises in future


6/19


REASON # 2 :

THE MISMATCH BETWEEN JOB & PERSON


7/19

1) Employees are interchangeable parts2) Belief that skill & knowledge are important than talent

BEST FIT SELECTION PRACTICES

Make a commitment to continuous upgrading of talent

Follow a consistent and thorough talent forecasting and

success factor analysis

Cast a wide recruiting net to expand the universe of best fit

candidates Follow a purposeful & rigorous interview process

Track measures of hiring success

TWO MANAGERIAL MISCONCEPTIONS


8/19


REASON # 3 :

TOO LITTLE COACHING AND FEEDBACK


9/19

1. Where are we going as a company?

2. How are we going to get there?

3. How do you expect me to contribute?

4. How am I doing?

CORRECTIVE MEASURES

Provide continuous & intensive feedback

Make performance management less controlling & more of

partnership

Terminate non performers when best efforts dont pay off

Hold managers accountable for coaching & giving feedback

4 BIG QUESTIONS


10/19


REASON # 4 :

TOO FEW GROWTH & ADVANCEMENTOPPURTUNITIES


11/19

Provide self assessment tools & career self management for all

Offer Career coaching tools & training for all managers

Provide readily accessible information on career paths &

competency requirements

Create alternatives to traditional career ladders

Keep employees informed about the companies strategy, direction

& talent need forecast

Create a mentoring culture

Built an effective talent review and successive management process

HOW TO GROW EMPLOYEES


12/19


REASON # 5 :

FEELING DEVALUED & UNRECOGNIZED


13/19

Offer competitive base pay linked to value creation Reward results with variable pay aligned with business goals

Reward at levels to motivate higher performance

Use cash payouts for immediate recognition

Involve employees and encourage two way communicationwhile designing new pay system

Create a culture founded on sincere appreciation

Make new hires feel important

Keep employees in the loop

PRACTICES FOR ENGAGEMENT & RETENTION


14/19


REASON # 6 :

STRESS FROM OVER WORK & WORK LIFEIMBALANCE


15/19

Initiate a culture of Giving before getting

Tailor the culture of giving to the needs of key talent

Built a system that values spontaneous acts of caring

Build social connectedness and harmony among employees

Encourage fun at workplace

PRACTICES TO AVOID IMBALANCE


16/19


REASON # 7 :

LOSS OF TRUST AND CONFIDENCE IN SENIORLEADERS


17/19

Competence : People follow leaders whom they deem capable

Back up words with Action

Place trust & confidence in workforce

PRACTICES THAT INSPIRE TRUST & CONFIDENCE


18/19

CONCLUSION

ROLE OF MANAGERS IN IMPROVING EMPLOYEE

RETENTION & PERFORMANCE

Pool Knowledge &

wisdom

Plan career ofsubordinates

Create a sense of

involvement

Rectify behavior

Provide direction

Change attitudes &

perceptions

Motivate for higherPerformance

Provide Suggestions &

encouragement

Communicate

The What?

The Why?

The How?

COACH

MENTOR

COUNSELLOR

SOURCE : HRM review; August 10


19/19

THANK YOU

7 HIDDEN REASONS WHY EMPLOYEES LEAVE - BOOK REVIEW

Documents

Transcript of 7 HIDDEN REASONS WHY EMPLOYEES LEAVE - BOOK REVIEW