by Bruce L. Katcher, Ph.D.
Did you know that an alarmingly high 33 percent
of employees today intend to leave their jobs within the next few
years? They give five reasons. Let's look at each and how you can
lower the odds that your organization will account such statistics
in the future.
Reason #1:
They believe that staying is unwise for them in the long run. Leavers
feel they have little opportunity for promotions, personal growth,
or pay increases at their current organization. They therefore decide
that they would be better off starting anew somewhere else.
Recommendation:
Supervisors should be encouraged, and taught, to engage in frank,
open discussions with employees about their long-term future with
the organization. In some cases, employees may discover that they
have more potential with the organization than they had thought.
Telling an employee that he or she is personally valued by the organization
can have a powerful, positive, long-term impact. It is often exactly
what employees are starving to hear.
Reason #2:
They feel “apart from“ rather than “part“ of
the organization. Generally, leavers become psychologically disconnected
from the internal grapevine, spirit, and mission of the organization.
Recommendation:
The strongest bond that ties employees to their organizations is
“the people.“ To retain these disconnected employees,
organizations must develop approaches for keeping them connected
to their coworkers. For example, HR can identify corporate initiatives
that involve employees in major corporate initiatives. Also, it
can encourage more corporate meetings in which employees meet with
senior management, rather than receive dictums from management via
e-mail.
Reason #3:
They no longer enjoy the work. Leavers are typically unhappy with
the actual work they are performing. Most often, this is because
they feel their skills and abilities are not fully utilized.
Recommendation:
Continually challenge employees to use more of their skills and
abilities. Institute programs that would rotate employees through
different jobs or work assignments. Provide additional training.
Also, enrich their jobs by implementing empowerment programs that
provide employees with more decision-making authority.
Reason #4:
They walk the hallways in fear. Many otherwise competent, self-assured
employees live in perpetual fear of making a mistake, saying the
wrong thing to the wrong person, and losing their jobs. They spend
a great deal of their workday in a constant state of paranoia.
Recommendation:
Organizations that 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 fully. Management
must step back and take an objective look at what they are doing
to intimidate and stifle employees. A confidential employee survey
can also help management better understand these employee concerns.
Reason #5:
They no longer trust management. Many leavers feel that management
does not treat them with respect and dignity. They therefore view
all management actions and communications with cynicism and distrust.
Recommendation:
Once lost, an employee's lack of trust in management is very difficult
to restore. To do so requires persistent, continuous openness and
honesty. Increased face-to-face communication is key.
Bruce L. Katcher, Ph.D., is president of The
Discovery Group, Sharon, Massachusetts. He can be reached, via e-mail,
at brucekatcher@erols.com.
Copyright 2000, Bruce L. Katcher, The Discovery Group.
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