| Description |
xiii, 238 pages : illustrations ; 24 cm |
| Bibliography |
Includes bibliographical references and index. |
| Contents |
Preface -- Acknowledgments -- ch. 1. Why care about why they leave? -- Managers will not hear what workers will not speak -- Turnover : just a "cost of doing business?" -- When the tide turns, mindsets must change -- What about HR's role in exit interviewing? -- ch. 2. How they disengage and quit -- The disengagement process -- The deliberation process -- ch. 3. Why they leave : what the research reveals -- Why employees say they leave -- What caused their initial dissatisfaction? -- A few words about pay -- Respecting the differences -- Who has the power to meet these needs? -- The next seven chapters : hidden reasons and practical actions -- ch. 4. Reason #1 : the job or workplace was not as expected -- Hidden mutual expectations : the psychological contract -- How to recognize the warning signs of unmet expectations -- Obstacles to meeting mutual expectations -- Engagement practices for matching mutual expectations -- How prospective employees can do their part -- The beginning or ending of trust -- Employer-of-choice engagement practices review and checklist -- |
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ch. 5. Reason #2 : the mismatch between job and person -- What's missing : a passion for matching -- Common misconceptions and truths about talent -- Recognizing the signs of job-person mismatch -- Obstacles to preventing and correcting job-person mismatch -- Best practices for engaging and re-engaging through job task assignment -- The employee's role in the matching process -- Employer-of-choice engagement practices review and checklist -- ch. 6. Reason #3 : too little coaching and feedback -- Why coaching and feedback are important to engagement and retention -- Why don't managers provide coaching and feedback? -- Recognizing the signs -- More than an event : it's about the relationship -- Engagement practices for coaching and giving feedback -- A five-step coaching process -- What the employee can do to get more feedback and coaching -- Employer-of-choice engagement practices review and checklist -- ch. 7. Reason #4 : too few growth and advancement -- What they are really saying -- Employers of choice start by understanding the new career realities -- Recognizing the signs of blocked growth and career frustration -- Best practices for creating growth and advancement opportunities -- What employees can do to create their own growth and advancement opportunities -- |
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ch. 8. Reason #5 : feeling devalued and unrecognized -- Why managers are reluctant to recognize -- Recognizing the signs that employees feel devalued and unrecognized -- Pay : the most emotional issue of all -- Pay practices that engage and retain -- Three types of variable pay -- The total rewards approach to scarce talent -- Nonpay best practices for valuing and recognizing people -- Focus on the people, not just the numbers -- What employees can do to be more valued and better recognized -- Employer-of-choice engagement practice review and checklist -- ch. 9. Reason #6 : stress from overwork and work-life imbalance -- How big a problem is stress? -- Causes of increased stress -- Signs that your workers may be stressed-out or overworked -- Healthy vs. toxic cultures -- More than just the right thing to do -- The best places in America to work -- It's not just the "big boys" you're competing with -- A big menu of benefits and services -- What the employee can do to relieve stress and overwork -- Employee-of-choice engagement practices review and checklist -- |
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ch. 10. Reason #7 : loss of trust and confidence in senior leaders -- A crisis of trust and confidence -- Reading the signs of distrust and doubt -- The three questions employees need answered -- Criteria for evaluating whether to trust and have confidence -- What the employee can do to build reciprocal trust and confidence -- Employer-of-choice engagement practices review and checklist -- ch. 11. Planning to become an employer of choice -- Talent engagement strategies in action -- What do we learn from these success stories? -- Linking talent and business objectives -- Linking the right measures to business results -- Creating an employer-of-choice scorecard -- The plan works... if you work the plan -- Partners in working the plan -- Appendix A : Summary checklist of employer-of-choice engagement practices -- Appendix B : Guidelines and considerations for exit interviewing/surveying and turnover analysis -- Bibliography -- Index. |
| Summary |
This book 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 Saratoga Institute of more than 19,000 employees, this critical book examines in depth: 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?; how incomplete talent strategies lead to employee-job mismatches; why a passion for matching must become a core competency in your organization; the ultimate cost of insufficient or ineffectual feedback; a five-step coaching process that builds strong and durable working relationships; how growth and advancement opportunities are not keeping pace with new career expectations; how to create opportunities and help your employees create their own; best pay practices, rewards programs, and other initiatives for valuing and recognizing employees; understanding the emotional impact of compensation and recognition programs; 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; 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 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. This book presents 54 best practices that will serve as the building blocks for a proactive approach to employee satisfaction, growth, and retention. |
| Subject |
Labor turnover.
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Employee retention.
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Job satisfaction.
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Personnel Turnover.
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Personnel Management.
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Job Satisfaction.
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Personnel Staffing and Scheduling.
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| Added Title |
Seven hidden reasons employees leave |
| ISBN |
0814408516 |
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9780814408513 |
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