Wondering why employees really quit their jobs? We got the scoop on why good people throw in the towel.
Updated on October 7, 2018
People are quitting jobs now more than ever before.
Gone are the days when a person stays with the same company for life. In the age of the internet, you can get a remote job from the comfort of your bed, pick up freelance work, teach yourself a new skill using free internet courses and the list goes on and on. More often than not though, an employee quits for reasons that are within the company’s control.
If you want loyalty from your employees and reduced churn, staying in touch with your employees’ needs and supporting them is paramount. Whether you conduct regular stay interviews or employee net promoter score surveys, it’s important you’re checking in with your employees for more than just performance and making real changes based on their feedback.
Read on for 7 reasons good people quit their jobs.
Learning people quit their jobs because of their relationship with their boss and bad management is no surprise. No one can thrive under a boss that doesn’t stand up for their team, doesn’t respect their employees and only thinks of advancing their own career. However, in this case, it’s more likely people quit for a variety of reasons that compound the bad management issue. According to Culture Amp, bad management is more likely to affect leaving a job if the person is already unhappy with the company, sees little opportunities for growth and doesn’t have outstanding leadership. When these three factors are going well, a bad manager doesn’t matter nearly as much.
Keep Employees in the loop on company status and financial standing. When layoffs, hiring freezes, increased churn or overall instability happen in a company, it scares employees. People have families to feed, houses to pay off and dreams to pursue—they can’t risk not knowing if their job is secure. Be transparent about all company changes and issues, because in most cases, the news is going to get out anyway and then your organization is left looking untrustworthy and uncredible.
Do you have a culture of micromanagement or a select few managers you know micromanage their teams?
Many people tend to think that micromanaging will ensure employees perform at a higher level and get more work done, but this couldn’t be further from the truth. While the examples in this NPR article are on the extreme side, any level of micromanaging makes people feel they aren’t trusted to do the job they were hired for and furthering the company’s growth is the last thing they want to do. When employees with adequate professionalism and skill sets are hired, independence makes them flourish.
Culture covers every part of your company, including hiring, daily office environment, level of transparency, growth opportunities and view of work-life balance to name a few. While many cultural benefits may not be monetary, they are worth their weight in gold—many people are willing to take less pay when a company shares their values.
Hiring people that fit in with your culture is equally as important as fostering a strong culture around the values and principles that matter most to your company. When someone feels like they don’t fit in or everyone else in the office sees they don’t fit in, it’s only a matter of time before they move on to greener pastures.
People want to know their career path, especially ambitious people—and those are the only kind you want working for you, right?
Working in a position with no clear path for upward mobility or growth zaps engagement, satisfaction and willingness to go above and beyond for a company. As stated by one Twitter user in this Forbes article “Employees will always perform at their best when the environment is conducive to growth."
Your company should be transparent about the career path and growth opportunities available to each position, with consideration for the individual's goals. Growth opportunities cover more than just an annual raise—they encompass professional development, additional training and frequent communication with leadership about what the employee needs to do to attain their goals.
Work-life balance looks different for each person. In your organization, you just need to allow enough freedom and flexibility for each person to meet their own work-life balance needs. This may look like flex hours, generous PTO, work-from-home opportunities or even shorter work weeks. However work-life balance looks in your company, it’s vital that the views on work-life balance are widely known, openly talked about and reinforced. Working for a company that preaches work-life balance but has whispers and judgement every time someone takes a long vacation defeats the purpose and fosters confusion and resentment among staff.
Studies show, the more frequently you change jobs, the more you earn. While this may only be a contributing factor, if you don’t have a competitive compensation package, it makes it that much easier for employees to leave because they’ll easily find an opportunity willing to pay them more.
Pay is not something worth being cheap over. According to SHRM, replacing a valuable employee costs six to nine months’ salary—certainly more money in the long run than simply paying them what they’re worth.
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Net Promoter, NPS, and the NPS-related emoticons are registered trademarks, and Net Promotor Score and Net Promoter System are service marks, of Bain & Company, Inc., Satmetrix Systems, Inc. and Fred Reichheld.