Leigh Branham

People are four times more likely to leave a job because of something going on in the office than for an outside opportunity. Yet most managers blame employee turnover on the lure of other companies...even when the real factors are well within their control. Based on research performed by the prestigious Saratoga Institute, "The 7 Hidden Reasons Employees Leave" provides readers with real solutions for the costly problem of employee turnover. Now incorporating the results of the author's "Decision to Leave" post-exit survey, the second edition features new research in employee engagement as well as innovative best practices for engaging and retaining in a down economy. Readers will learn how to align employee expectations with the realities of the position, avoid job-person mismatches, and provide feedback and coaching that breed employee confidence.

The book examines factors such as manager relationships, lack of trust in senior leadership, company culture and integrity, salary and benefits, and more-revealing what can be done to hold on to the people who provide the most value to the organization.

Why should you worry about keeping workers happy in a time of rising unemployment?

Because you can't afford not to. In an eye-opening survey of 10,000 employers in 43 states, the Best Places to Work are not only the most engaging work environments for employees—they are also the most efficient, productive, and successful. Even in the toughest economic times.

WHAT SEPARATES THE "BEST" FROM THE REST?

These companies understand and utilize the six "universal drivers" of employee engagement:

1. Caring, Competent, and Engaging Senior Leaders
2. Effective Managers Who Keep Employees Aligned and Engaged
3. Effective Teamwork at All Levels
4. Job Enrichment and Professional Growth
5. Valuing Employee Contributions
6. Concern for Employee Well-Being

HOW CAN YOU GET THE "BEST" FROM YOUR EMPLOYEES, YOUR COMPANY, AND YOURSELF?

Simple. Re-engage them.

More than 85% of managers believe employees leave because they have been pulled away by "more pay" or "better opportunity." Yet, more than 80 percent of employees say it was "push" factors related to poor management practices or toxic cultures that drove them out. This gaping disparity between belief and reality keeps organizations from addressing the costly problems of employee disengagement and regrettable turnover with on-target solutions.

"The 7 Hidden Reasons Employees Leave" gives readers a deeper understanding of why conventional exit interviewing doesn't work, and what organizations can do to identify, prevent, and correct the root causes of these problems. This valuable book shows how to avoid job-person mismatches, how to align employee expectations with the realities of the position and the company, how to provide constructive feedback and coaching that breeds employee confidence, and much more.

"The 7 Hidden Reasons Employees Leave" incorporates data from surveys of 19,700 employees performed by the Saratoga Institute, an internationally recognized research organization.