1. WHY EMPLOYEES LEAVE ORGANIZATIONS
"People leave managers not
companies”
Managers
People don’t leave jobs, they leave managers. If employees don’t get along with their
managers, don’t like them or don’t respect them, they will leave a company despite a
high salary or great benefits. A bad manager is a big factor in employee performance. A
good manager, no matter the salary, will inspire loyalty
Gallup Organization. The study surveyed over a million employees and 80,000
managers and was published in a book called "First Break All The Rules". It came up
with this surprising finding:
If you're losing good people, look to their manager .... manager is the reason people stay
and thrive in an organization. And he 's the reason why people leave. When people
leave they take knowledge,experienc e and contacts with them, straight to the
competition.

2. Mostly manager drives people away?
HR experts say that of all the abuses, employees find humiliation the most intolerable.
The first time, an employee may not leave, but a thought has been planted. The second
time, that thought gets strengthened. The third time, he looks for another job.
When people cannot retort openly in anger, they do so by passive aggression. By
digging their heels in and slowing down. By doing only what they are told to do and no
more. By omitting to give the boss crucial information. Dev says: "If you work for a jerk,
you basically want to get him into trouble. You don 't have your heart and soul in the
job."
Different managers can stress out employees in different ways - by being too controlling,
too suspicious, too pushy, too critical, but they forget that workers are not fixed assets,
they are free agents. When this goes on too long, an employee will quit - often over a
trivial issue.
Talented men leave. Dead wood doesn't.

3. Constant Reorganization
Companies that seemed to reorganize every six to nine months don’t have a good
retention rate. Their upper management gets shifted into different positions, managers
are changed and even business units are renamed. Almost every time a reorganization
happens, people get laid off. This creates an environment of uncertainty and people
don’t feel like they can lay down roots.
Negative Competition
Competition is good, gladiator wars aren’t. Pitting people and departments against each
other does not encourage people to stay. Some people thrive in all stressful
environments, most don’t. Why do you think there are so many articles about how to
manage stress? People will leave a job if stress makes them ill.
Lack of Support
Do you communicate with your employees? Have you sat down and created a plan for
their growth within the company? Has that plan been implemented after sign-off? If a
manager doesn’t take the time to know his employee and foster growth, people will feel
unappreciated. Do you know what unappreciated people do? They walk

4. every organization has key people they simply can’t afford to lose. And, they are not
always your top executives – I know, hard to believe right! If you don’t know who these
top performers are, and take careful steps to retain them, they may put your organization
in great peril. To add to Renee’s thinking, here are 10 practical retention steps that can
help keep you competitive in the marketplace.
For starters, have you even identified your most key employees? I know everyone will
say yes but unless you’ve written their names down on a list entitled “Key Employees
you must retain” you really can’t develop a comprehensive retention strategy.
Have you talked to them; even better, have you listened to how they view their current
challenges and immediate career prospects? Lack of challenge and the lack of career
opportunities are two of the top reasons why key employees depart for greener pastures.
How often do your key people get an audience with senior executives to understand and
as importantly, discuss the company’s performance, immediate challenges and long
term strategy? Key employees like to be in on the action and to see ways they can
influence the future direction and success of the enterprise.
How often do your key employees attend mind expanding seminars or work on special
projects outside of their day to day job? Key employees need to experience growth
opportunities.
How well and how often do key employees get rewarded for their extraordinary
contribution? It’s been said that this 20% of your workforce does 80% of the work – you
better be sure they feel rewarded and recognized. It’s not always the money but don’t kid
yourself, the money matters and some other firm would be more than happy to give them
a nice increase and signing bonus to steal them away.

5. Do you know how your key employees feel about their immediate Manager? A weak
manager is one of the top reasons a key employee will leave an organization.
How often do you sit down with key employees to review expectations, performance and
get to know them? Key employees are wired to exceed expectations. The more they can
see how their contribution makes a significant contribution, the longer you can keep
them engaged. And don’t minimize the importance of building a relationship. It’s the
relationship you develop that will keep the lines of communication open and avoid
surprises.
How do you show trust, commitment and respect for your key employees? These are the
behaviors that build loyalty.
How do you ensure accountability for retaining key employees? This can’t be an HR
Program. Each executive needs to be accountable for retaining these most valuable
assets.
Do you have a key employee retention plan that gets reviewed at least quarterly?
Without a plan with clear outcomes, the retention of key employees is left to chance.
I’m sure there are other ideas for retaining key employees and it would be great to hear
them! If you claim retention to be a top priority, you can demonstrate that commitment by
what you do, not by what you say.

10. Retention Strategies
In order to retain employees and reduce turnover managers must meet
the goals of employees without losing sight of the organization's goals,
thereby creating a "win-win" situation.

13. What’s Happiness?