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THE 7 HIDDEN REASONS
WHY EMPLOYEES LEAVE
By LEIGH BRANHAM
PRESENTED BY
GROUP 2
ANKUSH > JISHNU > KUMAIL > TUHIN
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PROCESS OF DISENGAGEMENTSTEPS INVOLVED IN EMPLOYEES JOURNEY FROM DISENGAGEMENT
TO DEPARTURE Start the new job with enthusiasm.
Question the decision to accept the job.
Think seriously about quitting.
Try to change things.
Resolve to quit.
Consider the cost of quitting.
Passively seek another job.
Prepare to actively seek.
Actively seek.
Get new job offer.
Quit to accept new job, quit without a job, or stay and disengage.
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THE DELIBERATION PROCESS
PERIOD 1 : Time between 1st thought & subsequent decision to leave
PERIOD 2 : Time between decision to leave & actual leaving
WHY THEY LEAVE :
When fundamental human needs are not met!!!
1) Need for trust
2) Need to have hope
3) Need to feel a sense of worth
4) Need to feel competent
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7 HIDDEN REASONS FOR DISENGAGEMENT
REASON # 1 :
THE JOB OR WORK PLACE WAS NOT ASEXPECTED
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MATCHING MUTUAL EXPECTATIONS
Conduct realistic job previews
Hire from a pool of temp- to-hire, adjunct staff, interns andpart time workers
Hire from current employee referrals
CREATE REALISTIC JOB DESCRIPTIONS
Create realistic JD with a list of critical competencies
Allow team members to interview candidates
HIRE FROM WITHIN
Hire from current pool of employees
Create a way for candidate to sample on job experience
Survey new hires to find out means to minimize new hiresurprises in future
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7 HIDDEN REASONS FOR DISENGAGEMENT
REASON # 2 :
THE MISMATCH BETWEEN JOB & PERSON
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1) Employees are interchangeable parts2) Belief that skill & knowledge are important than talent
BEST FIT SELECTION PRACTICES
Make a commitment to continuous upgrading of talent
Follow a consistent and thorough talent forecasting and
success factor analysis
Cast a wide recruiting net to expand the universe of best fit
candidates Follow a purposeful & rigorous interview process
Track measures of hiring success
TWO MANAGERIAL MISCONCEPTIONS
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7 HIDDEN REASONS FOR DISENGAGEMENT
REASON # 3 :
TOO LITTLE COACHING AND FEEDBACK
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1. Where are we going as a company?
2. How are we going to get there?
3. How do you expect me to contribute?
4. How am I doing?
CORRECTIVE MEASURES
Provide continuous & intensive feedback
Make performance management less controlling & more of
partnership
Terminate non performers when best efforts dont pay off
Hold managers accountable for coaching & giving feedback
4 BIG QUESTIONS
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7 HIDDEN REASONS FOR DISENGAGEMENT
REASON # 4 :
TOO FEW GROWTH & ADVANCEMENTOPPURTUNITIES
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Provide self assessment tools & career self management for all
Offer Career coaching tools & training for all managers
Provide readily accessible information on career paths &
competency requirements
Create alternatives to traditional career ladders
Keep employees informed about the companies strategy, direction
& talent need forecast
Create a mentoring culture
Built an effective talent review and successive management process
HOW TO GROW EMPLOYEES
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7 HIDDEN REASONS FOR DISENGAGEMENT
REASON # 5 :
FEELING DEVALUED & UNRECOGNIZED
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Offer competitive base pay linked to value creation Reward results with variable pay aligned with business goals
Reward at levels to motivate higher performance
Use cash payouts for immediate recognition
Involve employees and encourage two way communicationwhile designing new pay system
Create a culture founded on sincere appreciation
Make new hires feel important
Keep employees in the loop
PRACTICES FOR ENGAGEMENT & RETENTION
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7 HIDDEN REASONS FOR DISENGAGEMENT
REASON # 6 :
STRESS FROM OVER WORK & WORK LIFEIMBALANCE
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Initiate a culture of Giving before getting
Tailor the culture of giving to the needs of key talent
Built a system that values spontaneous acts of caring
Build social connectedness and harmony among employees
Encourage fun at workplace
PRACTICES TO AVOID IMBALANCE
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7 HIDDEN REASONS FOR DISENGAGEMENT
REASON # 7 :
LOSS OF TRUST AND CONFIDENCE IN SENIORLEADERS
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Competence : People follow leaders whom they deem capable
Back up words with Action
Place trust & confidence in workforce
PRACTICES THAT INSPIRE TRUST & CONFIDENCE
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CONCLUSION
ROLE OF MANAGERS IN IMPROVING EMPLOYEE
RETENTION & PERFORMANCE
Pool Knowledge &
wisdom
Plan career ofsubordinates
Create a sense of
involvement
Rectify behavior
Provide direction
Change attitudes &
perceptions
Motivate for higherPerformance
Provide Suggestions &
encouragement
Communicate
The What?
The Why?
The How?
COACH
MENTOR
COUNSELLOR
SOURCE : HRM review; August 10
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THANK YOU
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