{"id":23126,"date":"2019-07-11T05:28:30","date_gmt":"2019-07-11T11:28:30","guid":{"rendered":"http:\/\/corevalues.com\/?p=23126"},"modified":"2019-07-11T05:28:30","modified_gmt":"2019-07-11T11:28:30","slug":"top-reasons-why-employees-quit","status":"publish","type":"post","link":"https:\/\/corevalues.com\/dev\/2019\/07\/11\/top-reasons-why-employees-quit\/","title":{"rendered":"Top Reasons Why Employees Quit"},"content":{"rendered":"
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best candidates for your organization<\/figcaption><\/figure>\n

Goeff\u2019s notice came as a surprise.\u00a0 When Emily, his direct superior, asked why he was leaving, he couldn\u2019t look her in the eye. Why employees quit was not a topic he wanted to take up with her.<\/p>\n

\u201cIt\u2019s an offer I couldn\u2019t refuse\u201d\u00a0 he replied.<\/p>\n

Emily was heartbroken.<\/p>\n

Geoff was a star.\u00a0 He was smart, quite capable, easy to get along with, and would deliver more than what was expected of him.\u00a0 He was well-loved, most of all.<\/p>\n

\u2026 which was why his notice (and his seeming refusal to be a bit more honest) shook Emily to her core.<\/p>\n

What could have gone wrong?\u00a0<\/u><\/p>\n

Why good employees quit and throw in the towel.<\/h4>\n

There isn\u2019t always just one reason why employees quit.<\/p>\n

Good employees quit for a mishmash of things that have been weighing their shoulders down \u2013 usually for a long time.\u00a0\u00a0 But what we\u2019ve learned through TIGERS\u00ae Success Series is that there is a common denominator that pushes great employees to leave their organizations.<\/p>\n

Here are the top reasons why they quit.<\/p>\n

The work environment or company culture is unhealthy.<\/h4>\n

In several exit interviews, many good employees reveal that the negative atmosphere in their workplace has become too much to tolerate on a daily basis.\u00a0 It doesn\u2019t matter how many perks the company offers.\u00a0 Nothing counts if the workplace is toxic.<\/p>\n

How toxic?\u00a0 The usual strains associated with running a business are expected, of course, but taking out the stress on people who are simply trying to help the company out can take its toll.<\/p>\n

In small businesses most especially, a small team would often need to absorb large chunks of work. And these small teams have not been taught to be agile. The leader always has to project faith and confidence in the team.\u00a0 But if the leader is negative from the get-go, his pessimism can lead to employee burnout.\u00a0 Everyone dreads going to work.\u00a0 Instead of support, the environment is disruptive. Which leads us to\u2026<\/p>\n

Seeing good people leave.<\/h4>\n

Most employees won\u2019t admit this, thinking how the reason may be too petty to be taken seriously.\u00a0 But seeing good employees leaving can break an already low morale.<\/p>\n

When we take stock of a company\u2019s long-term behavior, we usually notice a distinct pattern \u2013 when top employees (or even managers) leave, they often leave in waves.<\/p>\n

This isn\u2019t a rare scenario:\u00a0 A high-performing head for sales leaves for the traditional reasons (career growth, compensation, benefits, work-life balance etc).\u00a0 A few weeks later, the general manager discovers that the accounts officer, graphic designer, and social media manager pop up at the head for sales\u2019 new company.<\/p>\n

You could say that this could\u2019ve been prevented by a non-compete clause, but it isn\u2019t exactly a solution.\u00a0 A healthier solution is to zero in on your organization\u2019s top performers and treat them well so they become advocates for the rest.<\/p>\n

Bad managers are one reason why employees quit.<\/h4>\n

The cliche is true.\u00a0 People don\u2019t leave companies, they leave managers.\u00a0\u00a0 Employees often leave out of frustration with their direct supervisor.\u00a0 The root causes are many \u2013 disagreements, lack of professional development, lack of opportunity to move up —\u00a0 but the bottom line is the same.\u00a0 Bad managers lack engagement with employees.<\/p>\n

A manager\u2019s top priority is getting his functions done.\u00a0 But he should also make individual team members feel strengthened and empowered. Otherwise, how is his performance any different that dipping into the company till? If a poor manager affects your bottom line by reducing it through cost overruns (hiring and rehiring employees), how much can your bottom line take? How much should it? We would argue that the loss in net revenue is certainly not an “asset.”<\/p>\n

It often happens that HR hires good talent.\u00a0 But as the months go by, the latter is slowly taken for granted.\u00a0 The focus has shifted from what his skills can do to what he lacks or needs to fix.<\/p>\n

This isn\u2019t to say that employees need to be pep-talked the way kindergarteners do.\u00a0 But everyone (though nobody would admit it), would like the occasional spotlight on what makes them great.<\/p>\n

If an employee comes to you for an issue with their manager, take the issue seriously.\u00a0 Berating employees are definitely no-no\u2019s.\u00a0 But more than that, look deeper.\u00a0 You may find yourself losing an employee,<\/p>\n

Employees feel under utilized.<\/h4>\n

Talented employees leave when they are underutilized or challenged enough.\u00a0 You want self-motivated employees, of course.\u00a0 But superstars are people too. They still want to get support. When they do not receive support this is one reason why employees quit.<\/p>\n

High-performing employees need to be challenged by their superiors.\u00a0 They need this because they know their caliber and the lack of stimulation leads to being stagnant. \u00a0An employee who has decided to leave work needs to reconnect with their goals and purpose.<\/p>\n

No advancement opportunities. No room for growth and development.<\/h4>\n

Future growth and promotional opportunities are high on most applicants\u2019 list.\u00a0 Employees who feel that they are moving forward in their careers are 20 percent more likely to stay.<\/p>\n

Sure — not everyone wants to be a manager or supervisor. However, when they learn group process skills, they can be brought onto problem solving teams to resolve complex organizational problems. When these problems result in cost savings or productivity improvements, employees can receive bonuses for that work that provide a net neutral cost\/benefit with future savings for their organization in the following years. Agile teams like these provide employee enrichment that potentially is not available in supervisory roles.<\/p>\n

On the other hand, those who don\u2019t feel supported in their professional goals are three times more likely in search of a new company.<\/p>\n

Organizations and teams that seem to be on the right track possess six principles in common:\u00a0 trust, interdependence, genuineness, empathy, risk resolution, and success.\u00a0 These form the acronym TIGERS\u00ae<\/a>.\u00a0 \u00a0\u00a0In high-performance organizations, employees are engaged, committed to outcomes, and feel accountable for success.\u00a0\u00a0 To make them feel this way, the culture must require constructive behavior- by everyone.\u00a0 And part of that is supportive coaching.<\/p>\n

Care to dig deeper into the topic of why employees quit?<\/h4>\n

The following links are helpful.<\/p>\n