The 7 Hidden Reasons Employees Leave How to Recognize the Subtle Signs and Act Before It's Too Late
| Author/creator | Branham, Leigh Author |
| Format | Electronic |
| Publication Info | New York : Amacom |
| Description | 240 p. ill 09.250 x 06.130 in. |
| Supplemental Content | Full text available from Ebook Central - Academic Complete |
| Supplemental Content | Full text available from eBooks on EBSCOhost |
| Supplemental Content | Full text available from Ebook Central - Public Library Complete |
| Subjects |
| Summary | Annotation <p>For every employee who leaves your company for higher pay or a better opportunity, there are many more for whom those “reasons” are just convenient explanations -- and the real impetus for their departure may never be brought to light.</p><p>Perhaps the real question is: Why are they looking for new jobs in the first place? According to more than 80% of employees, it’s not that there’s greener grass on the other side of the fence; it’s the preponderance of negative factors in their current workplaces -- from poor management practices to toxic workplace cultures -- that essentially push them toward the door.</p><p><i>The 7 Hidden Reasons Employees Leave</i>can help you identify the “push” factors in your organization, and mitigate or eliminate all of them. Incorporating data from surveys performed by the prestigious<i>Saratoga Institute</i>of more than 19,000 employees, this critical book examines in depth:</p><p>* 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?</p><p>* How incomplete talent strategies lead to employee-job mismatches; why a passion for matching must become a core competency in your organization.</p><p>* The ultimate cost of insufficient or ineffectual feedback; a five-step coaching process that builds strong and durable working relationships.</p><p>* How growth and advancement opportunities are not keeping pace with new career expectations; how to create opportunities and help your employees create their own.</p><p>* Best pay practices, rewards programs, and other initiatives for valuing and recognizing employees; understanding the emotional impact of compensation and recognition programs.</p><p>* The real toll that stress and overwork take on your employees—and on your bottom line; a look at how the best places to work in America got that way, even without high-profile or “newfangled” perks or benefits.</p><p>* How leadership and employees can (and must) build an environment of mutual trust and confidence; the three universal questions every employee needs answered, and how a disengaged workforce is the direct result of detached leadership</p><p>The key to becoming an Employer of Choice -- a workplace where top talent are knocking down the doors to get in -- is to develop the attitudes and implement the programs that address each of the above areas.<i>The 7 Hidden Reasons Employees Leave</i>presents 54 Best Practices that will serve as the building blocks for a proactive approach to employee satisfaction, growth, and retention."</p> |
| Access restriction | Available only to authorized users. |
| Technical details | Mode of access: World Wide Web |
| Genre/form | Electronic books. |
| LCCN | 2004013353 |
| ISBN | 9780814408513 |
| ISBN | 0814408516 (Trade Cloth) Active Record |
| Standard identifier# | 9780814408513 |
| Stock number | 00001432 |