Ù‹Whay employees leave Organization

WHY EMPLOYEES LEAVE ORGANISATIONS?

Every company normally faces one common problem of high employee turnout ratio. People are leaving the company for better pay, better profile or simply for just one reason ' pak gaya ' (fed up!). This article might
just throw some light on the matter...... After reading it' I realized
how true the subject line of this mail is.
Early this year, Arun, an old friend who is a senior software designer,
got an offer from a prestigious international firm to work in its India
operations developing specialized software. He was thrilled by the
offer.
He had heard a lot about the CEO of this company, charismatic man often
quoted in the business press for his visionary attitude.
The salary was great. The company had all the right systems in place
employee-friendly human resources (HR) policies, a spanking new office,
and the very best technology, even a canteen that served superb food.
Twice Arun was sent abroad for training. "My learning curve is the
sharpest it's ever been," he said soon after he joined. "It's a real
high working with such cutting edge technology." Last week, less than
eight months after he joined, Arun walked out of the job.
He has no other offer in hand but he said he couldn't take it anymore.
Nor, apparently, could several other people in his department who have
also quit recently. The CEO is distressed about the high employee
turnover. He's distressed about the money he's spent in training them.
He's distressed because he can't figure out what happened.
Why did this talented employee leave despite a top salary? Arun quit
forth same reason that drives many good people away. The answer lies in
one of the largest studies undertaken by the Gallup Organization. The
study surveyed over a million employees and 80,000 managers and was
published in a book called First Break All The Rules.
It came up with this surprising finding: If you're losing good people,
look to their immediate supervisor. More than any other single reason,
he is the reason people stay and thrive in an organization. And he's the
reason why they quit, taking their knowledge, experience and contacts
with them. Often straight to the competition. "People leave managers not
companies," write the authors Marcus Buckingham and Curt Coffman. "So
much money has been thrown at the challenge of keeping good people - in
the form of better pay, better perks and better training - when, in the
end, turnover is mostly manager issue." If you have
a turnover problem, look first to your managers. Are they driving
people way?
Beyond a point, an employee's primary need has less to do with money,
and more to do with how he's treated and how valued he feels. Much of
this depends directly on the immediate manager. And yet, bad bosses eem
to happen to good people everywhere. A Fortune magazine survey soe
years ago found that nearly 75 per cent of employees have suffered at
the hands of difficult superiors. You can leave one job to find - you
guessed it, another wolf in a pin-stripe suit in the next one.
Of all the workplace stressors, a bad boss is possibly the worst,
directly impacting the emotional health and productivity of employees.
HR experts say that of all the abuses, employees find public humiliation
the most intolerable. The first time, an employee may not leave, but a
thought has been planted. The second time, that thought gets
strengthened. The third time, he starts looking for another job. When
people cannot retort openly in anger, they do so by passive aggression.
By digging their heels in and slowing down. By doing only what they are
told to do and no more. By omitting to give the boss crucial
information.
Dev says: "If you work for a jerk, you basically want to get him into
trouble. You don't have your heart and soul in the job." Different
managers can stress out employees in different ways - by being too
controlling, too suspicious, too pushy, too critical, but they forget
that workers are not fixed assets, they are free agents. When this goes
on too long, an employee will quit - often over seemingly trivial issue.
It isn't the 100th blow that knocks a good man down. It's the 99 that
went before. And while it's true that people leave jobs for all kinds of
reasons- for better opportunities or for circumstantial reasons, many
who leave would have stayed - had it not been for one man onstantly
telling them, as Arun's boss did: "You are dispensable. I can find
dozens like." While it seems like there are plenty of other fish
especially in today's waters, consider for a moment the cost of losing a
talented
employee.
There's the cost of finding a replacement. The cost of training the
replacement. The cost of not having someone to do the job in the
meantime. The loss of clients and contacts the person had with the
industry. The loss of morale in co-workers. The loss of trade secrets
this person may now share with others.
Plus, of course, the loss of the company's reputation. Every person who
leaves a corporation then becomes its ambassador, for better or for
worse.
We all know of large IT companies that people would love to join and
large television companies few want to go near. In both cases, former
employees have left to tell their tales. "Any company trying to compete
must figure out a way to engage the mind of every employee," Jack Welch
of GE once said. Much of a company's value lies "between the ears of its
employees". If it's bleeding talent, it's bleeding value.
Unfortunately, many senior executives busy traveling the world, signing
new idea of what may be going on at home.
That deep within an organization that otherwise does all the right
things, one man could be driving its best people away