The fact is, more often than not, people are working to live and not living to work. If this is the case, work or a career is only a means to an end and not an end in itself. People accept dead-end jobs or low-level pay in order to just get by. Quitting can sometimes be the result of deciding to fully pursue that dream career.
Whilst an individual's current job situation does have an impact on their decision to quit, it seems what occurs in one's personal life can also influences their decision. It is safe to say that reasons differ from person to person involving anything from job blues to a mid-life crisis. However, what makes a 'good' employee quit is usually due to the work environment and relationships that are a part of it.
Most Common Reasons for Quitting a Job:
1. Poor salary and/or benefits:
This is said to be the number one reason for employees quitting their jobs. Stagnant wages hardly motivate an individual to stay. Additionally, not providing benefits such as good health insurance, generous sick days or flexible working hours can create a toxic work environment. Employees no longer feel loyal to their company, so they seek a better salary and benefits combination elsewhere.
2. Lack of recognition:
When good work goes unnoticed employees feel undervalued by the company. Recognising employee achievements and success motivates and reinforces great performance. By not doing this, employees are driven to look for a job with a company that will value them well through rewards or simple recognition.
3. Overworked:
Most of the time it is the good employees that take on extra workloads. This might mean picking up after less competent staff or simply being overloaded with projects or tasks etc. by their managers, since they are capable of completing the job. Being taken advantage of in such a way and not receiving any sort of compensation in return is hardly motivating. Employees would much prefer a job in which they are appreciated and where the workload is evenly distributed.
4. No work-life balance:
For most, if not all, employees, the health and work-life balance is highly important. Having a happy life outside of work can increase performance at work. Yet, with many jobs employers can be unwilling to provide the sort of flexibility that allows employees to meet their responsibilities such as family and more.
5. Little or no vision:
Working for a company with a vision is great, unless the vision is poorly communicated. No explanation of how the vision will be met through goals or activities can make employees feel as though they are wasting their time. Spending days, months or years of their life working towards something undefined is rather underwhelming.
6. No foreseeable future:
Employees only stay with a company for long periods of time if they are either comfortable or there is an opportunity to climb up the company ladder. No possibility for advancements, promotions or training affects the morale. In such situations employees are likely to get bored quickly, begin hating their job and wanting change.
7. Management issues:
Not all managers should be managers. Managing requires excellent communication and interpersonal skills; without these, things can get lost in translation. Bad communication from employer to employee leads to frustration and confusion in the workplace. Moreover, micromanaging is also detrimental. If an employee is not trusted to make any sort of decision or share ideas, he or she will not feel empowered to complete tasks or stay working with the company.
8. Unchallenging work:
Work needs to be challenging and engaging to not only keep employees motivated, but to also stay interested in their jobs. Giving them a chance to take on new tasks or responsibilities keeps the job exciting and helps increase job satisfaction.
Losing great employees can have a very adverse effect on a company, thus creating a new set of problems for an employer. Firstly, many of the employees leftover are the less competent ones, so it is harder to make a selection for who you might trust to complete a particular task. Some of the remaining employees may have to be trained to fill in the vacant positions, which means costs are incurred. Furthermore, when one employee quits, it is not unheard of for others to follow suit. If you as an employer have not been treating your staff fairly, the one that stands up and leaves may just be creating a pathway for all of them. A reduction in the workforce, especially in a large company, will require serious restructuring. New members of staff will have to be hired and it may take a lengthy amount of time to find another perfect employee. The disadvantages for an employer are endless — for it is not just an employee that has been lost, but a good employee.
At an organisational or managerial level there are a number of solutions to help prevent good employees quitting. Many of which are in fact fail-safe implementations, while others depend on the success of the organisation itself. Some simple precautions include interacting with employees regularly. Showing that they are respected and valued will increase their willingness to stay. Getting to know your employees is a great step to take. Learning about their goals can open up their eyes and yours about their future in the company. Also, ensuring that there is equality in the workplace is another great step; ensuring that you are paying men, women and minorities the same rate, that there is no discrimination, racism, sexism or any kind of prejudice in the work environment. Especially with all that is happening nowadays, focusing on maintaining equality mean employees feel comfortable remaining with your company, especially the younger ones.
Over the years technology has been known to be a good tool for monitoring and keeping tabs on such things as employees that are likely to leave the company. For example, in using the science of Joberate many companies have been able to make predictions of employees likely to quit and attempt to better satisfy these employees in an effort to make them stay. Hudson Americas uses Joberate to consider the triggers for employees quitting and then resolving those issues. So far they have been able to reduce their clients' attrition by taking note of bad management, lack of training, or undervaluing various positions. In the same way, the firm Credit Suisse are now able to identify employees 'at risk of leaving' via Joberate. Their rectification strategy has been to inform these employees of new or higher up positions in the companies. 2014 saw them reduce attrition by 1%, moving 300 employees into new positions whom would have been left alone had they not been able to identify these employees and their issues.
Implementing stay interviews is yet another method that could help. If technology feels too invasive, which it tends to be, then take the time to interview your employees, and problems can be identified sooner rather than later. In these interviews simply ask your employees why they stay with your company. Carrying out these interviews once or twice a year with each employee will certainly benefit your company. Their voices will be heard, and so long as you keep your promise they will most likely stay
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All in all, pre-emptive intervention is essentially the most effective way to minimise the number of good employees quitting. By intervening before any final decisions are made, employers show their care for the employees and are their willingness to improve their job satisfaction. While employees can always find a reason to quit, as long as they are well treated, listened to and trusted, there will be little reason for them to leave.
Lucine Bassa
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