Why Good Employees Leave

October 26, 2006

Have you ever had a valued employee leave the organization? If so, then you know it can be a painful experience.

It is difficult enough to replace an average performer these days. Finding someone to replace a high performer who is also a likeable person is next to impossible.

Why do the good ones have to leave anyway? Is there anything you can do to keep them?

This may surprise you, but in most instances the answer appears to be yes.

Of course, some employees do leave for reasons that have nothing to do with the job; for example retirement, going back to school, starting a business, or relocating with a spouse who has been transferred. There is not much you can do to prevent an employee from leaving under these circumstances. However, they comprise only a small fraction - perhaps as few as five percent - of all all voluntary departures.

What about the other 95%?

In his book, "The 7 Hidden Reasons Employees Leave," author Leigh Branham writes that people who leave the organization voluntarily do so because the job or organization did not meet their expectations. Perhaps they felt undervalued or mistreated. Or perhaps a lack of opportunity for advancement drove them to look elsewhere. Whatever the reason, based on a survey of over 19,000 employees, he found that people enter a job or organization with a certain set of expectations and subsequently leave when one or more of those expectations are not fulfilled.

Now here is where it gets interesting.

Branham says that employees do not spontaneously decide one day to leave. Instead, they go through a period of disengagement and deliberation leading up to the decision to leave. This period of disengagement and deliberation can occur over a period of months or even years. And during that time, while the individual is still assessing the situation, it is possible for the employer to influence the person to stay. But most employers don't. Why? Because they miss the signs that the employee is in the process of disengaging and don't realize it until it is too late. Before they know what is happening, the employee has already applied for or accepted another position.

The key to retaining good employees then, is to be aware of each employee's perceptions of the job and the organization and to help employees fulfill their expectations while there is still time. Once the employee reaches a turning point, it becomes extremely difficult to reverse the situation.

Here are a few tips on how you can help shape employee expectations and perceptions.

Set expectations early. Employees form their most lasting impressions of the organization during their first few days on the job. Therefore, by providing employees an extensive orientation to the job and to the organization, you can help create a perception that your organization values people and has its act together. Also, when interviewing job candidates, make sure you clearly explain the nature of the job prior to hiring them. If the job requires travel or overtime for instance, make sure the candidate understands exactly how much. This helps prevent any unpleasant surprises later on.

Check in on a regular basis. Talk with employees individually. Ask how things are going. For example: Is everything okay? Are you experiencing any job related problems? Is there anything troubling you? Do you feel you have a good future here? These questions can help uncover any potential sources of dissatisfaction, giving you plenty of time to address them before the employee makes a decision to leave.

Provide plenty of praise and recognition. Make sure your good employees know they are valued. Reward them with higher compensation, public recognition, choice assignments, and plenty of opportunities for advancement.

Emphasize intangible benefits. Obviously, in order to keep good people you need to compensate them well. Nevertheless, keep in mind that employees view money as only one component of the total package. That's why it takes more money for a competitor to entice a happy employee to leave your organization than it does an unhappy worker. Be sure to call attention to other non-monetary benefits of working in your organization, such as a friendly, supportive work environment.

Help people develop their talents. Provide plenty of opportunities for advancement, job enrichment, special assignments, and other avenues for growth. Good employees leave when they no longer feel they can experience personal and professional growth in the organization.

Provide hope for a bright future. Even when opportunities are limited or working conditions are poor, good employees will often stay if they believe the situation is temporary and that better times lie ahead. Take a long view when talking with employees about their future in the organization. Help them see how they can achieve their goals by staying.

These strategies will help you avoid losing your best people.

Best regards,

Stephen Foster, Ph.D., SPHR
Expert Supervisor, LLC
1493 Market Street
Tallahassee, FL 32312
(850) 893-5699

E-mail me at: Steve.Foster@ExpertSupervisor.com.