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Top 4 Reasons Employees Quit How to Hire Staff who Stick

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Top 4 Reasons Employees Quit How to Hire Staff who Stick

KAZIM LADIMEJI

| November 14, 2012 |

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A few years back, PwC published some interesting findings of 19,000 exit interviews within their organization, where one of the key questions that was asked of employees was the simple question, What was their reason for leaving? The four most common reasons for leaving their organization were, in order of rank: 1. Limited career/promotion opportunities 2. Supervisor lacked respect/support
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Top 4 Reasons Employees Quit How to Hire Staff who Stick

3. Compensation 4. Job duties boring/no challenge. These findings resonate well with a later and similarly expansive Gallup Poll, which took into account the views of employees from 44 organizations and 10,600 business units. Gallup found an almost identical top four reasons for employees voluntarily leaving. Between these two substantial surveys we have a fairly good grasp on why good employees leave voluntarily. Of course, ordinarily staff retention is a key focus of the at work HR Business partners and employee relations team. However, upon knowing these top reasons for employees leaving it becomes clear that there are real steps that recruiters can and should be taking to not only hire staff well, but to hire staff in a sticky way so they stay for the long term. Thus, putting recruiters in a strong position to be able to say that they make a meaningful contribution not just to staff attraction, but staff retention. This also raises their profile within the organization they work in or serve. Listed below are the top four reasons that employees leave and four corresponding actions that recruiters can take during the recruiting process to help counteract these issues. 1. Limited career/promotion opportunities. Recruiters should check that the candidates career development and advancement expectations are
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Top 4 Reasons Employees Quit How to Hire Staff who Stick

closely aligned with what the organization is able to offer. That is, can the business meet the career development needs of the candidate? If the answer is no, then this candidate may be a risky hiring prospect who may be likely to leave prematurely. 2. Supervisor lacked/respect support. Recruiters should develop job descriptions with detailed manager profiles so the employee can see their potential supervisors management style and team culture and see if it will be a good fit. Ensure that the candidates preferred style of being managed matches up with the managers preferred style of management as a mismatch could lead to an early voluntary exit by the employee. 3. Compensation. Be concerned about candidates who are singularly focused on compensation. Why? Because, if, as a subsequent employee, they become dissatisfied with their pay, the fact that they dont place much value in other areas of the brand offering like culture, training and career development opportunities, means these other perks will not serve as retention devices. This type of money fixated applicant will be much more vulnerable to premature departure than a candidate who places value in many of areas of the brand offering. 4. Job duties boring/no challenge. Clearly, recruiters should be encouraging line managers to produce comprehensive job descriptions that accurately reflect the duties, responsibilities, scope of the role, flexibility, and
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Top 4 Reasons Employees Quit How to Hire Staff who Stick

key contacts in order to provide an all-round feel of the role. Also, make use of Realistic Job Previews (RJP) which is a process where you give the employee a view of both the positive and negative aspects of the job. Research shows that use of RJPs means the employee will be better able to cope with the stresses and strains of the job and be more satisfied. I believe that the modern recruiter or talent acquisition professional can add greater value to the organizations that they serve or work for by placing an emphasis on hiring sticky employees who are selected to not only be good, but to actually stay for the longer-term and enable the employer to fully realize the investment they made in the new recruit.
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By Kazim Ladimeji Kazim Ladimeji is a Chartered Member of the Chartered Institute of Personnel and Development, and has been a practicing HR professional for 14 years. Kazim is the Director of The Career Cafe: a resource for start-ups, small business and job seekers.
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Top 4 Reasons Employees Quit How to Hire Staff who Stick

Visit Kazim's website at www.thecareercafe.co.uk

63 comments Add a comment...

Post to Facebook Chuck Georgo Executive Director at Nowheretohide.org

Posting as Paulo Pdua (Not you?)

Comment

In my experience, it's NEVER just one reason...I believe it is actually (and always) a chain of events, that would reverse the order of the four reasons stated in the article. - It starts with #4, my job is boring/not a challenge;. - And when you try to make it better, #3 kicks in, you supervisor dismisses you and says "stop whining and go back to work, so you lose respect of your leadership;". - Then #2 happens and you start looking around for other jobs, other opportunities, first in the same organization, then outside the organization; and. - Finally, you start thinking about #1, what am I really worth? I could use more money...and something pops up, someone realizes they can use your talents, and offers you better compensation (and compensation can be in real-dollars, recognition, prestige, new location, better non-cash benefits, friendlier boss, etc.) So, when they say they left becuase of the money, just realize that they are saying that because the money was the last element of a long chain of other reasons. r/Chuck Georgo Reply 186 Like Follow Post November 15, 2012 at 12:06pm Shannon Lesley Dyck Couldn't agree more! Reply 8 Like November 15, 2012 at 3:56pm

Kevin J Dudley Tucson, Arizona Yeah I do love how this article focuses on hiring diff. people instead of finding ways to address the reasons why people are leaving. Kinda left me wondering what was the point of this. I also completely agree with your post because when I have self termed it usually went exactly as described by Chuck Reply 9 Like November 15, 2012 at 4:14pm

Kenny Halla
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Top 4 Reasons Employees Quit How to Hire Staff who Stick

Couldn't have put it better. I agree it's a chain reaction and not just one specific reason. Although I do have to say that the domino effect can start with any of the reasons listed. Reply View 6 more Kelly McNulty University of Utah Sad that the focus is on "hiring sticky employees" rather than putting the responsibility for creating work cultures that make employees want to stick on the companies that hire them. Reply 26 Like Follow Post November 15, 2012 at 9:49pm John Nordness Huntsville, Alabama Kelly I would agree with your statement, there is a business requirement to provide an acceptable work environment, the issue I have seen is that people want different types of environments. If you have alot of turnover and its effecting your bottom line than it makes sense to change. If the company is performing well and management is satisfied with the overall culture there is NO reason to adjust the working environment to satisfy an employee that feels undervalued. Management should pay attention to employee issues presented to ensure that it is not a destructive pattern in the organizatiion but I believe that employees are obligated to adjust their expectations to align with the employer. Any employee who thinks that the culture should adjust to their individual desires should probably start their own company and build their own culture. Reply 3 Like November 21, 2012 at 3:51pm Top Commenter Consultant at James Monaco Consulting 6 Like November 15, 2012 at 5:09pm

James Monaco

There have been a couple of times in my career where I felt one reason I had to leave was because of the unethical behavior of colleagues or management. Try explaining that during the recruiting process. I'm glad I had other good reasons to leave besides those. Reply Like Thursday at 10:11pm Tony Vredenberg "Any employee who thinks that the culture should adjust to their individual desires should probably start their own company and build their own culture.", agreed. However any company the company culture being driven into the work force is not aligned with the expectations of the majority of that work force is ignoring a responsibility to their employees. Granted, I think the article is intended for the situation where the company culture and the majority of the work force is aligned and in that case it is good to ensure new hires are aligned and know what they are getting themselves into. Reply 1 Like Friday at 8:58am

Amit Shukla Chief Executive Officer at Deccan Chronicle The basic premise of Market Survey is, that if you ask customers directly "Why did you buy XYZ Car?", the response will not be true or valid. If a young man bought a car because of its glamorous and macho image, he will still talk about mileage, price etc and make his decision look logical. So you ask for ratings on all key aspects, then run critical factor analysis to group into factos, and then draw
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conclusions about why a customer actually bought a car. But HR Managers ask people "Why did you quit" and publish the survey as the "root causes". This is a serious area, and I for one would welcome a proper MR professional being asked to design the survey as per proven rules of human bahaviour, conduct it amoung those who quit and the control group (those who did not quit), and come up with less shallow answers. Reply 26 Like Follow Post November 15, 2012 at 5:54am Paul Boudreau University of New Brunswick, Saint John I hear what you are saying Amit, but i have to look at it through my personal lense. If I've quite from a company (not fired from it) would i be concerned about social implications of my answers to questions by that companies HR personel? From my own experiences, i wouldnt feel the need to "sugarcoat" my answers or phrase my replies politically correct. My thinking would be that i am so outta here, but if they want to know what they could do to improve their company, I'm going to give it to them straight. I think that you can't compare the car buying situation with leaving a job. Those are 2 completely opposite social interactions. Anyway, just my thoughts. Reply 10 Like November 15, 2012 at 12:17pm

Riaz Yousuf Ali Hewlett-Packard Paul Boudreau I agree with Amit more then your reasoning here. While we cannot negate your reasoning, but in most cases candidates prefer to leave with a good note for a probable chance of either coming back in future or coming across the same recruiter/HR in any other organization. Hence they would still not be very straight with their answer to such questions. Reply 2 Like November 17, 2012 at 5:30am

Fahmie Salleh I agreed with Riaz Yousuf Ali. I think depend on culture (region). As Asian I know Asian always play safe or be polite by giving a good note even they didn't like the thing. I did survey among my Asian friends and yes they prefer to play safe and be polite. Meanwhile for my westerner (American and European) friends the prefer to speak straight and truth. Reply Like Thursday at 2:54am View 1 more Shilpi Chauhan Good and Informative Post! I believe there's more than what meets the eye, employees quit for n number of reasons, but the most prominent of them all has been Office Politics, favoritism, non observance of employee past or present records, unhealthy competition, lack of empathy, lack of cohesiveness among team members , negative behavior on part of Bosses , managers and even Human resource persons who lack practical application of those theoretical facts they have read all this time. The most important in all this is the role of the HR manager who have an exit interview with the person who separates form the organization should be thoroughly questioned in a empathetic manner moreover it can be conducted by the third party, it would be more transparent and unbiased. As they they can evaluate the pros and cons of the organization as well along with the employees reasons for quitting.And such reports should be escalated to the Bosses who conclude it in an unbiased way and over finding

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quitting.And such reports should be escalated to the Bosses who conclude it in an unbiased way and over finding no fault of the employee should try retaining the employee in the organization by making improvements. Reply 17 Like Follow Post November 15, 2012 at 1:28pm

Top 4 Reasons Employees Quit How to Hire Staff who Stick

Betina Stratford Victoria, British Columbia I think they missed another important point. The education level being sought for a given position is often much higher than the job requires. That misses a large segment of applicants who could do the job well, but may not have a degree stating so, and brings in applicants with a degree who are going to be bored very soon because the job in question does not make use of a degree. A poor fit in both directions. If the job criteria were more closely tied to the job, I think the applicants would be a better fit, and stay longer once hired. Reply 11 Like Follow Post November 16, 2012 at 2:22am Kedar Joshi Deputy General Manager - IT at Dwekam Electrodes Pvt. Limited I too prefer avoiding degrees during selections. Instead I evaluate potential in the candidate & select and subsequently give time & groom them for the work hired and maximum of them are doing exceptional rather then degree holders.... So give the wings & sky to staff, they will fly and take the organization also into the sky... Reply 2 Like November 17, 2012 at 9:10am Top Commenter Consultant at James Monaco Consulting

James Monaco

Poor economic conditions create upheavals. A well led company will find a way to retain desirable employees, when they really care to do so. That requires a rare type of top down loyalty. During difficult economic times, an individual must adapt to survive. That means in the short-term, accepting positions for which that person is overqualified or maybe taking a cut in compensation. An improving economy, well adjusted corporate culture, and employee opportunities provide the potential for symbiotic (rather than parasitic) growth. Reply Like Thursday at 10:25pm Chaitanya Bharani Krishna Acharya Nagarjuna University I believe politics internal to the compay/team is also a vital thing for employees resignations. Reply 10 Like Follow Post November 15, 2012 at 5:06am Sarma Rani Acharya Nagarjuna University Exactly ...I was one of the sufferer in this case.When i was Max New York life, Sr.Management works only how to remove particular emp etc., well said Mr.chaitanya . Reply Like November 15, 2012 at 7:25am James Monaco Top Commenter Consultant at James Monaco Consulting

In my experience, it's not unusual to see competent employees forced out of the organization by supervisors who perceive the employee as a potential threat to themselves.
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Reply

1 Like Thursday at 10:29pm

Rajesh Rao SSE at Viteos Capital Market Services Ltd One more thing the above survey by PwC is based on exit interviews of candidates, which in the first place is a false data. 90% candidates wont bother filling the exit interview properly, because they already have another job offer and they have already separated themselves with the present organization and they are just doing a formality with the exit interview. Reply 9 Like Follow Post November 15, 2012 at 7:33am Terry Willson Same place most stats come from...thin air. Reply Diana Ost 2 Like November 20, 2012 at 3:30pm

Follow Owner/Photographer at Diana Ost Photography

So, a recruiter should create manager profiles for recruits that explains the management style so there can be a good fit? On the surface, that's a great suggestion. However, if you are basing that on *this* article, it's misdirected. If you based that task on this article, the manager profile would say: "Manager is disrespectful to their direct reports and will throw you under the bus at any time. Forget it if you need support in your job!" Nobody wants to be treated like that. Bending over backwards to make a blog "positive" when the premise is negative does no one any favors--it's putting lipstick on a pig. PS: In my exit interview from PwC, that is exactly the reason I gave for leaving: "Manager is disrespectful and does not provide support." Why? Because I would get a phone call at 11:30 PM -- yes at night -demandi... S ee M ore Reply 8 Like Follow Post November 15, 2012 at 3:57pm James Monaco Top Commenter Consultant at James Monaco Consulting

Diana -- I've encountered this phenomenon too (the boss blaming his failure to plan and adapt on his subordinates). I am hoping the article's author was referring to explaining management style using "standardized" personality profiles (e.g., Meyers-Briggs), Insights and Development Discovery Profile, or something similar. Reply Like Thursday at 10:39pm Mystic (signed in using Hotmail) In my experience, the reason I have left jobs each and every time is due to management. I have horror stories about behavior of managers and owners that you would not believe. From adjusting time cards so they don't have to pay over time even after being investigated by the labor board three times in 6 months for the illegal practice, to receiving three page memos that the staff were forced to sign where every three lines said "if you do not do this, you will be written up, suspended, or fired". I have seen staff so stressed that they were raging in the office. I once saw someone put into the hospital over the way an owner talked to him.
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You keep staff by paying them a good wage, giving them benefits, and not freaking them out all the time by putting so much pressure on them that they explode. In other words, respect them. Everything else on this list won't matter if you treat them well. Reply 7 Like Follow Post November 16, 2012 at 5:16pm

Michael Baker Head Coach at MOVE TO ACTION Interesting survey, but I would move manager issues to the top. I believe a lack of opportunity is a BS "cop out" kind of response. It's much easier than saying your boss was a jerk. With over twenty-five years in sales management and the past ten in coaching, I have had many conversations with unhappy employees before they left. Almost all of those pre-exit conversations focused on "that jerk in the corner office". By coaching their manager, I have prevented many employees from leaving and in fact, have helped many to even great success. Reply 7 Like Follow Post November 15, 2012 at 10:10am Jonathan Stone Truth Reply 1 Like November 15, 2012 at 4:42pm Follow Top Commenter Owner at EmbroidMe Santa Ana

Vikki Loving CEO/Chief Matchmaker/Headhunter/Career Coach/Birkman Certified at Intersource Recruiting I believe in all 4 of these reasons and I would put a whole different spin on them - People leave because of VALUES DIFFERENCE. They do not value what you value. That is it, that is the bottom line. Interview for VALUES first and foremost and then move through the rest of the questions. Reply 7 Like Follow Post November 15, 2012 at 4:10pm Kedar Joshi Deputy General Manager - IT at Dwekam Electrodes Pvt. Limited Vikki am 100% agree with your viewpoint... Reply Like November 17, 2012 at 9:12am David Zweifler Head of Marketing and Communications at TradingScreen You're making this much too complicated. If you want to have staff who stick and not waste a lot of time with building culture and training, just hire marginal people. :) Reply 7 Like Follow Post November 15, 2012 at 2:54pm Kedar Joshi Deputy General Manager - IT at Dwekam Electrodes Pvt. Limited David that will solve one problem but then what about quality of work & processes with these marginal employees... Reply Like November 17, 2012 at 9:05am Garry Chan Hong Kong I agree with David. What would damage more quality of work & process? Hire marginal but stable people with fair quality maybe but maybe not or Hire outstanding people who would possibly leave the
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people with fair quality maybe but maybe not or Hire outstanding people who would possibly leave the company within a short time period? Reply Like November 22, 2012 at 4:56am five_john (signed in using yahoo) Unfortunately this type of recruiting practice is all too common and is becoming more popular everyday, especially in large organizations. Sure the quality of work is poor, the customers are dissatisfied, and the employees are miserable. But despite these conditions, a somewhat experienced business manager can usually squeeze out a decent profit before moving on to the next contract and starting the process over once again. And the company saves money on internal costs; which is all that matters, right? Even though employees are basically treated like cattle, they are too weak-willed and unconfident in their abilities to find another job, which is what enables companies to profit in this manner. Its just basic evolution really - the dominate will always exploit the weak to reach their goals. Fortunately, its not difficult to avoid these types of companies since they often have tell-tale signs that are easily recognized. Common indications are: - the company seems desperate to hire you despite the fact the interview only began 15 minutes ago. - the company gives you short notice prior to an interview - interview questions seem very broad and vague - high turn-over rates within the company - job descriptions are vague and incomplete Reply Like Thursday at 5:19pm View 1 more Liam Anderson Slan The top reasons are essentially correct. My last resignation was for # 1, 2 and 4. However, how much the recruiter can do anything to address any of these is debatable. 1. Promotion opportunities depends on the size and shape of the organization's pyramid, flat organizations have less rungs of management and therefore less opportunities for promotion. Recruiters need to "sell' the position to the candidate, so they are not always entirely transparent about this, even if they know what is going on. 2. recruiters have no influence on either the training, conduct or retention of the supervisor. Supervisors will put on their best "face the client" face during the interview, so that the candidate will not see his true nature until they actually start working for him. It usually takes a few days to learn that the supervisor is not the best thing since Alexander the Great. 3. Recruiters have no influence on salaries, nor do they have any influence on who gets a raise.bonuses. 4. Recruiters need to "sell' the position to the candidate, so they are not always entirely transparent about this, even if they know what is going on. Yes, I did copy and paste this from comment 1, the same principle applies. Reply 5 Like Follow Post November 15, 2012 at 6:13am

Top 4 Reasons Employees Quit How to Hire Staff who Stick

Satya Prakash Singh CBIT, Hyderabad, India/Osmania University Most of the employess do resign for the reasons mentioned in the survey. But there are other contributing factors leading to these reasons eventually such as professional differnces or difference of opinion is taken as a personal difference / challenge to the authority / supervisor, encroaching / too much interence in other people's work space / domain leading to professional conflicts and supervisors / immediate authority not being matured and forgiving. Most of the companies in India are owners/promoters driven and very few of them have conflict resolution mechanism, honest way of resolving the professional difference before it takes a shape of conflict in the most transparent way, loyalty but not the competence is the criteria for appointment of supervisors / immediate

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transparent way, loyalty but not the competence is the criteria for appointment of supervisors / immediate authority. Reply 5 Like Follow Post November 15, 2012 at 6:54am Top Commenter Purcellville, Virginia

Top 4 Reasons Employees Quit How to Hire Staff who Stick

Jeffrey Johnston

Nobody ever says their boss was a dick if they want a good reference from that position later. There's no purpose in pointing it out either, and you know why? Because your boss and HR didn't care enough to change when you actually worked there and told them. Why do they care now? It can only serve to hurt you, thus nobody reports #2 when they leave if they are smart. Reply 5 Like Follow Post November 15, 2012 at 3:06pm Jeffrey Johnston Top Commenter Purcellville, Virginia

Just to add, I have worked places where I left simply because I was bored, or simply because the pay was not substantial enough, but I have left places where my boss was a total sociopath and I certainly didnt say it in my exit interview. Reply 2 Like November 15, 2012 at 3:11pm

Joe Cooter Washington, District of Columbia That's not always true - most large companies won't disclose exit interviews to *anyone* - including your (former) manager, and most HR departments won't disclose to anyone outside the company anything other than the dates you worked there. Reply Like November 15, 2012 at 3:22pm Jeffrey Johnston Top Commenter Purcellville, Virginia

Fair point, but whether they disclose or not, will it *really* help you to say in your exit interviews why you left? Reply Like November 15, 2012 at 3:24pm View 2 more Jared Brookstein I am the corporate recruiting manager for the nations largest bpo. we have 50 locations and 1200 employees.. this article did not set well with me. they failed to take into account that some people are professionals and do not give a "real" reason for leaving, but they do give a standardized answer. - they also failed to mention that it is often more than one reason why they leave. it could be they aren't being challanged and that they also aren't making enough money. or they aren't making enough money to deal with the manager they have. - they also didn't mention that people lie... all people lie in interviews at one point. if you are a smart job seeker you know to bend yourself to fit what the hiring manager needs.. they want a certain level you fluff yourself up, they want a lower level and you need a job bad, you dumb yourself down just to get the job and then leave when something better comes up.. this article is pointless! Reply 4 Like Follow Post November 15, 2012 at 7:31pm

Rajesh Rao SSE at Viteos Capital Market Services Ltd

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I have personally seen people leave organization due to 2 reasons.

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I have personally seen people leave organization due to 2 reasons. 1) Mis-Management - The management was too concerned about acting as a management layer, but was totally confused when it came to project management and delivery. The management needed a scapegoat for blaming whenever there was a failure in delivery, but the management was crowned for all the success. Most of the employees were afraid to come ahead and take any responsibilities, until and unless it was forced on them. Many employees were just killing the time in the organization, which I think is more dangerous for any organization. 2) Too much politics in the organization. Reply 4 Like Follow Post November 15, 2012 at 7:30am Follow Works at Meridiansoft Info Systems

Top 4 Reasons Employees Quit How to Hire Staff who Stick

Sree Choudhury

Very informative article but I think retention plays a vital role here & especially the top management/Hr should be proactive in making the existing employees stick. Reply 3 Like Follow Post November 21, 2012 at 6:34am Reddy Kovvuri good Reply Like December 1, 2012 at 5:32pm Nick Richards Grenoble, France I agree with Sree that "Retention" is also a key factor and that HR should be proactive however that supposes that General Management gives them this mandate. Unfortunately a lot of HRs, especially from the SMB sector, are not so mandated and are limited to admin and do not (read cannot) carry out "Proactive" evaluations that would help identify and address potential employee issues. Reply Like January 13 at 9:31am Gbadebo Reuben My Brother, kool stuff. I think for me the number 2 reason resonates well with me. Reply 3 Like Follow Post November 15, 2012 at 7:52am View 43 more
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