Anna recently quit her job. She had held the same job for 19 years and never registered a complaint, so her resignation came as quite a shock to her manager. It shouldn't have. Turnover can be predictable if you know what to look for.
 |
"When I turned in my letter, [the manager] said he was surprised and wanted to know what it would take to make me stay," says Anna. "I said that the working conditions were not conducive to effective performance, because I couldn't say the truth -- that he made us all miserable. So two days later, he comes back with a new offer. I could have more money or fewer hours, but nothing else was any different. It's still the same toxic atmosphere."
Unfortunately, this is a common problem -- and a common management response. According to Gallup research, which included a meta-analysis of 44 organizations and 10,609 business units, Gallup Polls of the U.S. working population, exit interviews conducted on behalf of several companies, and Gallup's selection research database, most people quit for a few explainable reasons. What's more, a set of engagement elements explains 96% of the attitudes that drive voluntary turnover rates for work units. But the reasons people leave might not be what most bosses think.
No comments:
Post a Comment