The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before Its Too Late
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The 7 hidden reasons employees leave - L. Branham - Librairie Eyrolles
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How to recognize the subtle signs and act before it's too late
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Meilleures ventes Sciences. What is so bad about your company that would make people quit without a good reason? Find out. Incorporating data from surveys performed by the prestigious Saratoga Institute of more than 19, 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. Their attitude seems to be "If you don''t like it, don''t let the door hit you in the backside on your way out! Most are overworked, and many are frustrated by their inability to meet the demands of the current workforce, much less do exit interviews.
The Seven Hidden Reasons Employees Leave
And, increasingly, human resource departments are so understaffed that they have little time to do more than ask departing employees to complete perfunctory exit surveys on their last day. You care about preventing turnover, or you wouldn''t be reading this book. So why do you care?
Why even take the time and effort to uncover the real reasons employees leave? It would be much easier just to accept what most employees say in exit interviews. You know the usual answers--"more money," "better opportunity. They''re gone. Of course, we cannot hope to keep all our valued talent. But good managers care enough to try to understand why good people leave, especially when the departure could have been prevented.
There will always be managers who are too preoccupied, self-focused, or insensitive to notice the signs that employees are becoming disengaged and too uncaring, complacent, blaming, in denial, insecure, or ego-defensive to find out the real reasons they left. They too readily accept turnover as "a cost of doing business. Psychologists call it "motivated blindness"; they cannot handle the truth--that the real reason the employee left may be linked to their own behavior.