WHY EMPLOYEES LEAVE ORGANISATIONS?

WHY EMPLOYEES LEAVE ORGANISATIONS?

Every company normally faces one common problem of high employee turnoutratio. People are leaving the company for better pay, better profile orsimply for just one reason' pak gaya '. This article might just throwsome light on the matter...... After reading it' I realised how true thesubjectline of this mail is.

Early this year, Arun, an old friend who is a senior software designer,Got an offer from a prestigious international firm to work in its Indiaoperations developing specialized software. He was thrilled by theoffer. He had heard a lot about the CEO of this company, charismatic manoften quoted in the business press for his visionary attitude.

The salary was great. The company had all the right systems in placeemployee-friendly human resources (HR) policies, a spanking new office,and the very best technology, even a canteen that served superb food.Twice Arun was sent abroad for training. "My learning curve is thesharpest it's ever been," he said soon after he joined. "It's a realhigh working with such cutting edge technology." Last week, less thaneight months after he joined, Arun walked out of the job.

He has no other offer in hand but he said he couldn't take it anymore.Nor,apparently, could several other people in his department who havealso quit recently. The CEO is distressed about the high employeeturnover. He's distressed about the money he's spent in training them.He's distressed because he can't figure out what happened.

Why did this talented employee leave despite a top salary? Arun quit forthe same reason that drives many good people away. The answer lies inone of the largest studies undertaken by the Gallup Organization. Thestudy surveyed over a million employees and 80,000 managers and waspublished 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 immediate supervisor. More than any other single reason,he is the reason people stay and thrive in an organization. And he's thereason why they quit, taking their knowledge, experience and contactswith them. Often,straight to the competition.

"People leave managers not companies," write the authors MarcusBuckingham and Curt Coffman. "So much money has been thrown at theChallenge of Keeping good people - in the form of better pay, betterperks and better training - when, in the end, turnover is mostly managerissue." If you have a turnover problem, look first to your managers. Arethey driving people away?

Beyond a point, an employee's primary need has less to do with money,And more to do with how he's treated and how valued he feels. Much ofThis depends directly on the immediate manager. And yet, bad bosses seemto happen to good people everywhere. A Fortune magazine survey someyears ago found that nearly 75 per cent of employees have suffered atthe hands of difficult superiors. You can leave one job to find - youguessed it, another wolf in a pin-stripe suit in the next one.

Of all the workplace stressors, a bad boss is possibly the worst,directly impacting the emotional health and productivity of employees.

HR experts say that of all the abuses, employees find public humiliationthe most intolerable. The first time, an employee may not leave, but athought has been planted. The second time, that thought getsstrengthened. The third time, he starts looking for another job. Whenpeople cannot retort openly in anger, they do so by passive aggression.By digging their heels in and slowing down. By doing only what they aretold to do and no more. By omitting to give the boss crucialinformation.

Dev says: "If you work for a jerk, you basically want to get him intotrouble. You don't have your heart and soul in the job." Differentmanagers can stress out employees in different ways - by being toocontrolling, too suspicious, too pushy, too critical, but they forgetthat workers are not fixed assets, they are free agents. When this goeson too long, an employee will quit - often over seemingly trivial issue.

It isn't the 100th blow that knocks a good man down. It's the 99 thatWent before. And while it's true that people leave jobs for all kinds ofreasons- for better opportunities or for circumstantial reasons, manywho leave would have stayed - had it not been for one man constantlytelling them, as Arun's boss did: "You are dispensable. I can finddozens like you." While it seems like there are plenty of other fishespecially in today's waters, consider for a moment the cost of losing a talented employee.

There's the cost of finding a replacement. The cost of training thereplacement. The cost of not having someone to do the job in themeantime. The loss of clients and contacts the person had with theindustry. The Loss of morale in co-workers. The loss of trade secretsthis person may now share with others.

Plus, of course, the loss of the company's reputation. Every person wholeaves a corporation then becomes its ambassador, for better or for worse.

We all know of large IT companies that people would love to join andLarge television companies few want to go near. In both cases, formeremployees have left to tell their tales. "Any company trying to competemust figure out a way to engage the mind of every employee," Jack Welchof GE once said. Much of a company's value lies "between the ears of itsemployees". If it's bleeding talent, it's bleeding value.

Unfortunately, many senior executives busy traveling the world, signingNew deals and developing a vision for the company, have little idea ofWhat May be going on at home. That deep within an organization thatotherwise does all the right things, one man could be driving its bestpeople away.

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