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The 7 hidden reasons employees leave: how to recognize the subtle signs and act before it's too late

Author: Branham, Leigh Publisher: AMACOM, 2005.Language: EnglishDescription: 238 p. ; 24 cm.ISBN: 0814408516Type of document: BookBibliography/Index: Includes bibliographical references and index
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6958 .T8 B73 2005
(Browse shelf)
Available 001211881
Total holds: 0

Includes bibliographical references and index


The 7 Hidden Reasons Employees Leave How to Recognize the Subtle Signs and Act Before It's Too Late Contents PREFACE ACKNOWLEDGMENTS xi xiii Chapter One WHY CARE ABOUT WHY THEY LEAVE? Managers Will Not Hear What Workers Will Not Speak Turnover: Just a "Cost of Doing Business?" When the Tide Turns, Mindsets Must Change What About HR's Role in Exit Interviewing? 1 2 5 7 8 Chapter Two HOW THEY DISENGAGE AND QUIT The Disengagement Process The Deliberation Process 11 11 15 Chapter Three WHY THEY LEAVE: WHAT THE RESEARCH REVEALS Why Employees Say They Leave What Caused Their Initial Dissatisfaction? A Few Words About Pay Respecting the Differences Who Has the Power to Meet These Needs? The Next Seven Chapters: Hidden Reasons and Practical Actions 17 20 24 24 26 27 28 Chapter Four REASON # 1 : THE JOB OR WORKPLACE WAS NOT AS EXPECTED Hidden Mutual Expectations: The Psychological Contract 31 34 vii viii How to Recognize the Warning Signs of Unmet Expectations Obstacles to Meeting Mutual Expectations Engagement Practices for Matching Mutual Expectations How Prospective Employees Can Do Their Part The Beginning or Ending of Trust Employer-of-Choice Engagement Practices Review and Checklist Contents 37 38 39 44 45 45 Chapter Five REASON #2: THE MISMATCH BETWEEN JOB AND PERSON What's Missing: A Passion for Matching Common Misconceptions and Truths About Talent Recognizing the Signs of Job-Person Mismatch Obstacles to Preventing and Correcting Job-Person Mismatch Best-Fit Selection Practices Best Practices for Engaging and Re-Engaging Through Job Task Assignment The Employee's Role in the Matching Process Employer-of-Choice Engagement Practices Review and Checklist 47 49 50 52 53 54 62 67 68 Chapter Six REASON #3: TOO LITTLE COACHING AND FEEDBACK Why Coaching and Feedback Are Important to Engagement and Retention Why Don't Managers Provide Coaching and Feedback? Recognizing the Signs More Than an Event: It's About the Relationship Engagement Practices for Coaching and Giving Feedback A Five-Step Coaching Process What the Employee Can Do to Get More Feedback and Coaching Employer-of-Choice Engagement Practices Review and Checklist 70 72 73 75 75 77 82 89 90 Chapter Seven REASON #4: Too FEW GROWTH AND ADVANCEMENT OPPORTUNITIES What They Are Really Saying 93 95 CONTENTS 1X Employers of Choice Start by Understanding the New Career Realities Recognizing the Signs of Blocked Growth and Career Frustration Best Practices for Creating Growth and Advancement Opportunities What Employees Can Do to Create Their Own Growth and Advancement Opportunities Employer-of-Choice Engagement Practices Review and Checklist 97 99 100 114 115 Chapter Eight REASON # 5 : FEELING DEVALUED AND UNRECOGNIZED Why Managers Are Reluctant to Recognize Recognizing the Signs That Employees Feel Devalued and Unrecognized Pay: The Most Emotional Issue of All Pay Practices That Engage and Retain Three Types of Variable Pay The Total Rewards Approach to Scarce Talent Nonpay Best Practices for Valuing and Recognizing People Focus on the People, Not Just the Numbers What Employees Can Do to Be More Valued and Better Recognized Employer-of-Choice Engagement Practice Review and Checklist 118 122 123 124 125 129 132 133 136 144 145 Chapter Nine REASON #6: STRESS FROM OVERWORK AND WORK-LIFE IMBALANCE How Big a Problem Is Stress? Causes of Increased Stress Signs that Your Workers May Be Stressed-Out or Overworked Healthy vs. Toxic Cultures More Than Just the Right Thing to Do The Best Places in America to Work It's Not Just the "Big Boys" You're Competing With A Big Menu of Benefits and Services What the Employee Can Do to Relieve Stress and Overwork Employer-of-Choice Engagement Practices Review and Checklist 147 150 151 151 152 154 156 158 160 175 176 x Chapter Ten REASON #7: Loss OF TRUST AND CONFIDENCE IN SENIOR LEADERS A Crisis of Trust and Confidence Reading the Signs of Distrust and Doubt The Three Questions Employees Need Answered Criteria for Evaluating Whether to Trust and Have Confidence What the Employee Can Do to Build Reciprocal Trust and Confidence Employer-of-Choice Engagement Practices Review and Checklist Contents 179 182 183 183 184 193 194 Chapter 11 PLANNING TO BECOME AN EMPLOYER OF CHOICE Talent Engagement Strategies in Action What Do We Learn from These Success Stories? Linking Talent and Business Objectives Linking the Right Measures to Business Results Creating an Employer-of-Choice Scorecard The Plan Works . . . If You Work the Plan Partners in Working the Plan 196 198 205 205 206 207 211 211 Appendix A SUMMARY CHECKLIST OF EMPLOYER-OF-CHOICE ENGAGEMENT PRACTICES 215 Appendix B GUIDELINES AND CONSIDERATIONS FOR EXIT INTERVIEWING/ SURVEYING AND TURNOVER ANALYSIS BIBLIOGRAPHY INDEX 218 225 231

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