'why do employees leave organisation?

Coming to the million dollar question 'why do employees leave organisation?' apart from what has been discussed so far, one of the major reasons according to me is ' Brand Name'. The majority of the work force are young, energetic and want to achieve at the speed of light. They are carried away with the brand name of top companies. Many of them fail to understand that 'grass only appears to be green on the other side'. In mid-sized cos. there is lot of recognistion and mgt hears to your problems. You are liberal in terms of policies and procedures.

As HRs, we not only have to make the employees realise that, but would also have to work towards increasing the brand value of our company. The marketing dept. works towards this in terms of increasing the revenues, building more clientele etc., but the HR dept would be doing it for its people, employees.

We could probably think of more innovative and cost effective ideas towards increasing the brand value.

Coming to the million dollar question 'why do employees leave organisation?' apart from what has been discussed so far, one of the major reasons according to me is ' Brand Name'. The majority of the work force are young, energetic and want to achieve at the speed of light. They are carried away with the brand name of top companies. Many of them fail to understand that 'grass only appears to be green on the other side'. In mid-sized cos. there is lot of recognistion and mgt hears to your problems. You are liberal in terms of policies and procedures.

As HRs, we not only have to make the employees realise that, but would also have to work towards increasing the brand value of our company. The marketing dept. works towards this in terms of increasing the revenues, building more clientele etc., but the HR dept would be doing it for its people, employees.

We could probably think of more innovative and cost effective ideas towards increasing the brand value.

Coming to the million dollar question 'why do employees leave organisation?' apart from what has been discussed so far, one of the major reasons according to me is ' Brand Name'. The majority of the work force are young, energetic and want to achieve at the speed of light. They are carried away with the brand name of top companies. Many of them fail to understand that 'grass only appears to be green on the other side'. In mid-sized cos. there is lot of recognistion and mgt hears to your problems. You are liberal in terms of policies and procedures.

As HRs, we not only have to make the employees realise that, but would also have to work towards increasing the brand value of our company. The marketing dept. works towards this in terms of increasing the revenues, building more clientele etc., but the HR dept would be doing it for its people, employees.

We could probably think of more innovative and cost effective ideas towards increasing the brand value.

Yes

You are absolutely right. Now a days craze is on for brand name or recognized companies. The youth now-a-days do not see the grass on the other side as said by you. It has become very challenging enough for the Human Resources department to motivate the employees and retain them. The HR has to come out with new innovative ideas and cost effective ways.

Regards
Julie

hello there,


agreed on employees leaving due to brand names.., but what should not be ignored is the proven fact of "humane" aspect-in trying to deal with such matters.It may not be the panacea of the issue here,but when the employees are instilled/induced the feelings of employee ownership and belongingness to that 'respective corp family'-it would,definitely,to certain extent aid in dealing with them.
Employees ,usually, quit, for magnified CTCs,rather than just the brandnames alone.
'Justified' hikes, ownership, recognition and belongingness-may be few of the ingredients for a successful retention- atleast for certain extended time period.

Yes

Employees are changing job frequently and are running for the big brand names.

Employees not only, quit, for high CTCs,and the brandnames alone, but sometimes they quit the company because of work pressure and harsh nature of their boss.

I myself noticed in a big company the whole sales team has quitted due to harsh behaviour of boss.

Hence it is very important for the HR to create the good working environment where the person can work effectively.

Yes,

i totally agree with dsv2500 that Employees not only, quit, for high CTCs,and the brandnames alone, but sometimes they quit the company because of work pressure and harsh nature of their boss. And therefore the HR should come out with different methods for making a good working environment.

Regards
Julie

Here is a piece of discussion on this forum sometime back. Mr. Rajat Joshi had replied to my query on BPO industry.


I hope this helped you.

The reasons more or less applies to all industries....People dont leave the company..but their bosses

Cheers
Saurabh Kalra
"Jesus loves you...but I am his favorite!"

9 reasons why people leave org



1. Supervisor relations:
The quality of the supervision an employee receives is critical to employee retention. People leave managers and supervisors more often than they leave companies or jobs. It is not enough that the supervisor is well-liked or a nice person, starting with clear expectations of the employee, the supervisor has a critical role to play in retention. Anything the supervisor does to make an employee feel unvalued will contribute to turnover. Frequent employee complaints center on these areas.

--Lack of clarity about expectations,
--Lack of clarity about earning potential,
--Lack of feedback about performance,
--Failure to hold scheduled meetings, and
--Failure to provide a framework within which the employee perceives he can succeed.
2. Pay & benefits
Over half made changes based on exit interview information, and these included reviewing salary structures, forming employee retention committees, establishing alternative work schedules, and introducing bonus plans.
The survey also asked the HR professionals to rank the effectiveness of several retention tools. Traditional benefits apparently work the best. The respondents ranked health care benefits as the most effective retention tool, followed by competitive salaries, competitive salary increases, and competitive vacation and holiday benefits. Interestingly, some of the newer and trendier benefits did not fare as well. Based on the survey findings, the best action for employers trying to boost their retention rates is to analyze salary and benefits packages to determine if they measure up to the competition. Policies and Benefits Can Reduce Turnover
3. Corporate communications
The ability of the employee to speak his or her mind freely within the organization is another key factor in employee retention. Does your organization solicit ideas and provide an environment in which people are comfortable providing feedback? If so, employees offer ideas, feel free to criticize and commit to continuous improvement. If not, they bite their tongues or find themselves constantly "in trouble" - until they leave
4. Performance Management System
There may be very few performance appraisal exercises that are devoid of criticism of bias any subjectivity however, most of the efforts to dispel the bias and subjectivity are restricted to changing appraisal formats & systems that include switching over to techniques like 360 Degree Appraisal & Team Assessment using MBO criteria or modern approach Balanced Scorecard.
5. Organisation Policies and Strategies
No matter the circumstances, never, never, ever threaten an employee's job or income. Even if you know layoffs loom if you fail to meet production or sales goals, it is a mistake to foreshadow this information with employees. It makes them nervous; no matter how you phrase the information; no matter how you explain the information, even if you're absolutely correct, your best staff members will update their resumes. I'm not advocating keeping solid information away from people, however, think before you say anything that makes people feel they need to search for another job



6. Likelihood to stay
Your staff members must feel rewarded, recognized and appreciated. Frequently saying thank you goes a long way. Monetary rewards, bonuses and gifts make the thank you even more appreciated. Understandable raises, tied to accomplishments and achievement, help retain staff. Commissions and bonuses that are easily calculated on a daily basis, and easily understood, raise motivation and help retain staff. You can bet that work is about the money and almost every individual wants more.
7. Opportunity
Talent and skill utilization is another environmental factor your key employees seek in your workplace. A motivated employee wants to contribute to work areas outside of his specific job description. How many people could contribute far more than they currently do? You just need to know their skills, talent and experience, and take the time to tap into it. As an example, in a small company, a manager pursued a new marketing plan and logo with the help of external consultants. An internal sales rep, with seven years of ad agency and logo development experience, repeatedly offered to help. His offer was ignored and he cited this as one reason why he quit his job. In fact, the recognition that the company didn't want to take advantage of his knowledge and capabilities helped precipitate his job search
8. Recognition
A common place complaint or lament we hear during an exit interview is that the employee never felt senior managers knew he existed. By senior managers I refer to the president of a small company or a department or division head in a larger company. Take time to meet with new employees to learn about their talents, abilities and skills. Meet with each employee periodically. You'll have more useful information and keep your fingers on the pulse of your organization. It's a critical tool to help employees feel welcomed, acknowledged and loyal. .
9. Learning Organisation
Your best employees, those employees you want to retain, seek frequent opportunities to learn and grow in their careers, knowledge and skill. Without the opportunity to try new opportunities, sit on challenging committees, attend seminars and read and discuss books, they feel they will stagnate. A career-oriented, valued employee must experience growth opportunities within your organization. The easiest to solve, and the ones most affecting employee retention, are tools, time and training. The employee must have the tools, time and training necessary to do their job well – or they will move to an employer who provides them.

__________________
Best Regards
Natasha

hey, Just got this article... thought to share it with you. Hope this help you

Cheers
Saurabh

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There are many reasons why good employees quit, most are preventable. I've identified a "Top Ten" list of reasons why people leave jobs:

1. Management demands that one person do the jobs of two or more people, resulting in longer days and weekend work.

2. Management cuts back on administrative help, forcing professional workers to use their time copying, stapling, collating, filing and other clerical duties.

3. Management puts a freeze on raises and promotions, when an employee can easily find a job earning 20-30 percent more somewhere else.

4. Management doesn't allow the rank and file to make decisions or allow them pride of ownership. A visitor to my website e-mailed me a message that said, "Forget about the "professional" decisions - how about when you can't even select the company's holiday card without the President rejecting it for one of his own taste?"

5. Management constantly reorganizes, shuffles people around, and changes direction constantly.

6. Management doesn't have or take the time to clarify goals and decisions. Therefore, it rejects work after it was completed, damaging the morale and esteem of those who prepared it.

7. Management shows favoritism and gives some workers better offices, trips to conferences, etc.

8. Management relocates the offices to another location, forcing employees to quit or double their commute.

9. Management promotes someone who lacks training and/or necessary experience to supervisor, alienating staff and driving away good employees.

10. Management creates a rigid structure and then allows departments to compete against each other while at the same time preaching teamwork and cooperation.

Interesting, isn't it, that all ten factors begin with the phrase "Management…."

Interesting, too, just how many of these high-turnover factors are preventable? My retention survey confirmed the truth of the saying,

"Employees don't quit their companies, they quit their bosses." Thirty five percent of the respondents answered yes to the question, Was the attitude of your direct supervisor/manager the primary factor in your quitting a previous job?

Soft management skills-people skills - are the critical element in battling high turnover and creating a high-retention workforce or what I call, "retentionship."


By Gregory P. Smith