UNDERSTANDING WHY EMPLOYEES LEAVE IS ESSENTIAL

Keeping talented employees is one of the major problems facing many organizations today, but many don't know what motivates workers to start looking elsewhere.

Six recent employee opinion surveys - conducted in the manufacturing, information technology, public relations, consulting, retail, and health care sectors by The Discovery Group of Sharon - identified several major reasons why employees intend to leave. Fourteen percent of the 1,121 employees surveyed said they intended to leave their organization within the next year or so.

When asked about their work environment and employers, there were dramatic differences in the views expressed by those intending to stay and those intending to leave.

The views of leavers tended to fall into the five major categories below. Fortunately, there are actions that managers can take to correct those negative perceptions, thus retaining valuable employees.

• "I realize that staying here is unwise for me in the long run."

  Only 2 percent of those intending to leave feel they can make a long-term career out of working for their organization, versus 76 percent of those who intend to stay.

  After taking stock of how they are perceived by management and their colleagues, they realize they have little opportunity for promotion, personal growth, or substantial increases in their compensation. They therefore decide that, long term, they are better off starting anew somewhere else.

  Recommendation:

  It is important for supervisors to engage in frank, open discussions with each employee about their long-term futures with the organization. In some cases, employees may not realize that they really are valued and do have more potential than they think.

• "I feel 'apart from' rather than 'part of' this organization.

  Only 36 percent of leavers, versus 87 percent of stayers, are proud of their organization. Over months or years, leavers psychological withdraw from their organizations. They gradually feel disconnected from the internal grapevine, as well as a lack of both team spirit and identity as a member of the organization.

  Recommendation:

  Employees who have started to withdraw psychologically need a fresh start. To retain valuable but unmotivated employees, organizations must orchestrate changes and opportunities which will keep them challenged and excited about their work. This can take many forms such as a new assignment or project, a lateral job change, or a new work team.

• "I no longer enjoy the work."

  Leavers are typically much less happy than stayers with the actual work they perform. Many feel they are not fully utilizing their skills and abilities, or accomplishing anything of value. They are also frustrated by the lack of decision-making authority.

  Recommendation:

  Giving employees more of a say in how they perform their actual work can reap huge benefits for the organization, as well as the individuals. Jobs should be continually evaluated to determine how employees can have more control over their work, how decision-making authority can be pushed down, and how employees can be given more responsibility for their job performances.

• "I walk the hallways in fear."

  Only 17 percent of leavers feel free to voice their opinions openly, and only 35 percent feel their jobs are secure. Many leavers fear their supervisors, coworkers, and management. These otherwise competent, self-assured individuals live in perpetual fear of making a mistake, saying the wrong thing to the wrong person, or actually losing their job. They spend their work days in a constant state of paranoia.

  Recommendation:

  Organizations which foster a fearful work environment are destined to have a non-committed and paralyzed work force with little ability to act decisively, take prudent risks, or contribute to the organization fully. Management must step back and take an honest look at what they are doing to intimidate and stifle employees.

• "I am not treated well by the organization."

  Only 17 percent of leavers feel management shows a genuine interest in the well-being of employees. They lose their fundamental trust in senior management's desire to treat them fairly, communicate with them honestly, or pay them adequately.

  Recommendation:

  Once lost, for whatever reason, an employee's lack of trust in management is very difficult to restore. Persistence, continuous openness, and honesty are essential to counter employee cynicism.

Increased face-to-face communication from senior management is the most effective method of beginning to restore trust and credibility. A confidential employee survey, to help management clearly identify employee concerns, is also a good way to begin rebuilding employee trust. In addressing the most important of these concerns, the company can prove to its people that id does indeed respect them.