1/20/13 Top 4 Reasons Employees Quit – How to Hire Staff who Stick

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KAZIM LADIMEJI | November 14, 2012 | 53,564

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Top 4 Reasons Employees Quit – How to HireStaff who Stick

A few years back, PwC published some

interesting findings of 19,000 exit interviews

within their organization, where one of the key

questions that was asked of employees was

the simple question, “What was their reason

for leaving?” The four most common reasons

for leaving their organization were, in order of

rank:

1. Limited career/promotion opportunities

2. Supervisor lacked respect/support

Search

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3. Compensation

4. Job duties boring/no challenge.

These findings resonate well with a later and similarly expansive Gallup Poll,

which took into account the views of employees from 44 organizations and

10,600 business units. Gallup found an almost identical top four reasons for

employees voluntarily leaving. Between these two substantial surveys we

have a fairly good grasp on why good employees leave voluntarily.

Of course, ordinarily staff retention is a key focus of the ‘at work’ HR Business

partners and employee relations team. However, upon knowing these top

reasons for employees leaving it becomes clear that there are real steps that

recruiters can and should be taking to not only hire staff well, but to hire staff

in a ‘sticky’ way so they stay for the long term. Thus, putting recruiters in a

strong position to be able to say that they make a meaningful contribution not

just to staff attraction, but staff retention. This also raises their profile within

the organization they work in or serve.

Listed below are the top four reasons that employees leave and four

corresponding actions that recruiters can take during the recruiting process to

help counteract these issues.

1. Limited career/promotion opportunities. Recruiters should check that

the candidate’s career development and advancement expectations are

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closely aligned with what the organization is able to offer. That is, can the

business meet the career development needs of the candidate? If the

answer is no, then this candidate may be a risky hiring prospect who may be

likely to leave prematurely.

2. Supervisor lacked/respect support. Recruiters should develop job

descriptions with detailed manager profiles so the employee can see their

potential supervisor’s management style and team culture – and see if it will

be a good fit. Ensure that the candidate’s preferred style of being managed

matches up with the manager’s preferred style of management as a mismatch

could lead to an early voluntary exit by the employee.

3. Compensation. Be concerned about candidates who are singularly

focused on compensation. Why? Because, if, as a subsequent employee,

they become dissatisfied with their pay, the fact that they don’t place much

value in other areas of the brand offering like culture, training and career

development opportunities, means these other perks will not serve as

retention devices. This type of ‘money fixated applicant’ will be much more

vulnerable to premature departure than a candidate who places value in many

of areas of the brand offering.

4. Job duties boring/no challenge. Clearly, recruiters should be

encouraging line managers to produce comprehensive job descriptions that

accurately reflect the duties, responsibilities, scope of the role, flexibility, and

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[Read more in Retention]

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key contacts in order to provide an all-round feel of the role. Also, make use

of Realistic Job Previews (RJP) which is a process where you give the

employee a view of both the positive and negative aspects of the job.

Research shows that use of RJPs means the employee will be better able to

cope with the stresses and strains of the job and be more satisfied.

I believe that the modern recruiter or talent acquisition professional can add

greater value to the organizations that they serve or work for by placing an

emphasis on hiring ‘sticky’ employees who are selected to not only be good,

but to actually stay for the longer-term and enable the employer to fully realize

the investment they made in the new recruit.

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By Kazim Ladimeji

Kazim Ladimeji is a Chartered Member of the Chartered Institute of Personnel

and Development, and has been a practicing HR professional for 14 years.

Kazim is the Director of The Career Cafe: a resource for start-ups, small

business and job seekers.

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Visit Kazim's website at www.thecareercafe.co.uk

63 comments

CommentPosting as Paulo Pádua (Not you?)

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Chuck Georgo · Executive Director at Nowheretohide.org

In my experience, it's NEVER just one reason...I believe it is actually (and always) a chain of events, that would

reverse the order of the four reasons stated in the article.

- It starts with #4, my job is boring/not a challenge;.

- And when you try to make it better, #3 kicks in, you supervisor dismisses you and says "stop whining and go

back to work, so you lose respect of your leadership;".

- Then #2 happens and you start looking around for other jobs, other opportunities, first in the same organization,

then outside the organization; and.

- Finally, you start thinking about #1, what am I really worth? I could use more money...and something pops up,

someone realizes they can use your talents, and offers you better compensation (and compensation can be in

real-dollars, recognition, prestige, new location, better non-cash benefits, friendlier boss, etc.)

So, when they say they left becuase of the money, just realize that they are saying that because the money was

the last element of a long chain of other reasons.

r/Chuck Georgo

Reply · · Like · Follow Post · November 15, 2012 at 12:06pm186

Shannon Lesley Dyck

Couldn't agree more!

Reply · · Like · November 15, 2012 at 3:56pm8

Kevin J Dudley · Tucson, Arizona

Yeah I do love how this article focuses on hiring diff. people instead of finding ways to address the

reasons why people are leaving. Kinda left me wondering what was the point of this. I also completely

agree with your post because when I have self termed it usually went exactly as described by Chuck

Reply · · Like · November 15, 2012 at 4:14pm9

Kenny Halla

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Couldn't have put it better. I agree it's a chain reaction and not just one specific reason. Although I

do have to say that the domino effect can start with any of the reasons listed.

Reply · · Like · November 15, 2012 at 5:09pm6

Kelly McNulty · University of Utah

Sad that the focus is on "hiring ‘sticky’ employees" rather than putting the responsibility for creating work cultures

that make employees want to stick on the companies that hire them.

Reply · · Like · Follow Post · November 15, 2012 at 9:49pm26

John Nordness · Huntsville, Alabama

Kelly I would agree with your statement, there is a business requirement to provide an acceptable

work environment, the issue I have seen is that people want different types of environments. If you

have alot of turnover and its effecting your bottom line than it makes sense to change. If the

company is performing well and management is satisfied with the overall culture there is NO reason to

adjust the working environment to satisfy an employee that feels undervalued. Management should

pay attention to employee issues presented to ensure that it is not a destructive pattern in the

organizatiion but I believe that employees are obligated to adjust their expectations to align with the

employer. Any employee who thinks that the culture should adjust to their individual desires should

probably start their own company and build their own culture.

Reply · · Like · November 21, 2012 at 3:51pm3

James Monaco · Top Commenter · Consultant at James Monaco Consulting

There have been a couple of times in my career where I felt one reason I had to leave was because

of the unethical behavior of colleagues or management. Try explaining that during the recruiting

process. I'm glad I had other good reasons to leave besides those.

Reply · Like · Thursday at 10:11pm

Tony Vredenberg

"Any employee who thinks that the culture should adjust to their individual desires should probably

start their own company and build their own culture.", agreed. However any company the company

culture being driven into the work force is not aligned with the expectations of the majority of that

work force is ignoring a responsibility to their employees. Granted, I think the article is intended for

the situation where the company culture and the majority of the work force is aligned and in that case

it is good to ensure new hires are aligned and know what they are getting themselves into.

Reply · · Like · Friday at 8:58am1

Amit Shukla · Chief Executive Officer at Deccan Chronicle

The basic premise of Market Survey is, that if you ask customers directly "Why did you buy XYZ Car?", the

response will not be true or valid. If a young man bought a car because of its glamorous and macho image, he will

still talk about mileage, price etc and make his decision look logical.

So you ask for ratings on all key aspects, then run critical factor analysis to group into factos, and then draw

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conclusions about why a customer actually bought a car.

But HR Managers ask people "Why did you quit" and publish the survey as the "root causes". This is a serious

area, and I for one would welcome a proper MR professional being asked to design the survey as per proven rules

of human bahaviour, conduct it amoung those who quit and the control group (those who did not quit), and come

up with less shallow answers.

Reply · · Like · Follow Post · November 15, 2012 at 5:54am

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26

Paul Boudreau · University of New Brunswick, Saint John

I hear what you are saying Amit, but i have to look at it through my personal lense. If I've quite from

a company (not fired from it) would i be concerned about social implications of my answers to

questions by that companies HR personel? From my own experiences, i wouldnt feel the need to

"sugarcoat" my answers or phrase my replies politically correct. My thinking would be that i am so

outta here, but if they want to know what they could do to improve their company, I'm going to give

it to them straight. I think that you can't compare the car buying situation with leaving a job. Those

are 2 completely opposite social interactions.

Anyway, just my thoughts.

Reply · · Like · November 15, 2012 at 12:17pm10

Riaz Yousuf Ali · Hewlett-Packard

Paul Boudreau I agree with Amit more then your reasoning here. While we cannot negate your

reasoning, but in most cases candidates prefer to leave with a good note for a probable chance of

either coming back in future or coming across the same recruiter/HR in any other organization. Hence

they would still not be very straight with their answer to such questions.

Reply · · Like · November 17, 2012 at 5:30am2

Fahmie Salleh

I agreed with Riaz Yousuf Ali. I think depend on culture (region). As Asian I know Asian always play

safe or be polite by giving a good note even they didn't like the thing. I did survey among my Asian

friends and yes they prefer to play safe and be polite. Meanwhile for my westerner (American and

European) friends the prefer to speak straight and truth.

Reply · Like · Thursday at 2:54am

Shilpi Chauhan

Good and Informative Post! I believe there's more than what meets the eye, employees quit for n number of

reasons, but the most prominent of them all has been Office Politics, favoritism, non observance of employee past

or present records, unhealthy competition, lack of empathy, lack of cohesiveness among team members , negative

behavior on part of Bosses , managers and even Human resource persons who lack practical application of those

theoretical facts they have read all this time. The most important in all this is the role of the HR manager who have

an exit interview with the person who separates form the organization should be thoroughly questioned in a

empathetic manner moreover it can be conducted by the third party, it would be more transparent and unbiased.

As they they can evaluate the pros and cons of the organization as well along with the employees reasons for

quitting.And such reports should be escalated to the Bosses who conclude it in an unbiased way and over finding

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quitting.And such reports should be escalated to the Bosses who conclude it in an unbiased way and over finding

no fault of the employee should try retaining the employee in the organization by making improvements.

Reply · · Like · Follow Post · November 15, 2012 at 1:28pm17

Betina Stratford · Victoria, British Columbia

I think they missed another important point. The education level being sought for a given position is often much

higher than the job requires. That misses a large segment of applicants who could do the job well, but may not

have a degree stating so, and brings in applicants with a degree who are going to be bored very soon because the

job in question does not make use of a degree. A poor fit in both directions. If the job criteria were more closely

tied to the job, I think the applicants would be a better fit, and stay longer once hired.

Reply · · Like · Follow Post · November 16, 2012 at 2:22am11

Kedar Joshi · Deputy General Manager - IT at Dwekam Electrodes Pvt. Limited

I too prefer avoiding degrees during selections. Instead I evaluate potential in the candidate & select

and subsequently give time & groom them for the work hired and maximum of them are doing

exceptional rather then degree holders.... So give the wings & sky to staff, they will fly and take the

organization also into the sky...

Reply · · Like · November 17, 2012 at 9:10am2

James Monaco · Top Commenter · Consultant at James Monaco Consulting

Poor economic conditions create upheavals. A well led company will find a way to retain desirable

employees, when they really care to do so. That requires a rare type of top down loyalty.

During difficult economic times, an individual must adapt to survive. That means in the short-term,

accepting positions for which that person is overqualified or maybe taking a cut in compensation.

An improving economy, well adjusted corporate culture, and employee opportunities provide the

potential for symbiotic (rather than parasitic) growth.

Reply · Like · Thursday at 10:25pm

Chaitanya Bharani Krishna · Acharya Nagarjuna University

I believe politics internal to the compay/team is also a vital thing for employees resignations.

Reply · · Like · Follow Post · November 15, 2012 at 5:06am10

Sarma Rani · Acharya Nagarjuna University

Exactly ...I was one of the sufferer in this case.When i was Max New York life, Sr.Management works

only how to remove particular emp etc.,

well said Mr.chaitanya .

Reply · Like · November 15, 2012 at 7:25am

James Monaco · Top Commenter · Consultant at James Monaco Consulting

In my experience, it's not unusual to see competent employees forced out of the organization by

supervisors who perceive the employee as a potential threat to themselves.

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Reply · · Like · Thursday at 10:29pm1

Rajesh Rao · SSE at Viteos Capital Market Services Ltd

One more thing the above survey by PwC is based on exit interviews of candidates, which in the first place is a

false data. 90% candidates wont bother filling the exit interview properly, because they already have another job

offer and they have already separated themselves with the present organization and they are just doing a

formality with the exit interview.

Reply · · Like · Follow Post · November 15, 2012 at 7:33am9

Terry Willson

Same place most stats come from...thin air.

Reply · · Like · November 20, 2012 at 3:30pm2

Diana Ost · · Owner/Photographer at Diana Ost Photography

So, a recruiter should create manager profiles for recruits that explains the management style so there can be a

good fit? On the surface, that's a great suggestion. However, if you are basing that on *this* article, it's

misdirected.

If you based that task on this article, the manager profile would say: "Manager is disrespectful to their direct

reports and will throw you under the bus at any time. Forget it if you need support in your job!" Nobody wants to

be treated like that.

Bending over backwards to make a blog "positive" when the premise is negative does no one any favors--it's

putting lipstick on a pig.

PS: In my exit interview from PwC, that is exactly the reason I gave for leaving: "Manager is disrespectful and

does not provide support." Why? Because I would get a phone call at 11:30 PM -- yes at night --

demandi...See More

Reply · · Like · Follow Post · November 15, 2012 at 3:57pm

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8

James Monaco · Top Commenter · Consultant at James Monaco Consulting

Diana -- I've encountered this phenomenon too (the boss blaming his failure to plan and adapt on his

subordinates). I am hoping the article's author was referring to explaining management style using

"standardized" personality profiles (e.g., Meyers-Briggs), Insights and Development Discovery Profile,

or something similar.

Reply · Like · Thursday at 10:39pm

Mystic (signed in using Hotmail)

In my experience, the reason I have left jobs each and every time is due to management. I have horror stories

about behavior of managers and owners that you would not believe. From adjusting time cards so they don't have

to pay over time even after being investigated by the labor board three times in 6 months for the illegal practice,

to receiving three page memos that the staff were forced to sign where every three lines said "if you do not do

this, you will be written up, suspended, or fired". I have seen staff so stressed that they were raging in the office.

I once saw someone put into the hospital over the way an owner talked to him.

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You keep staff by paying them a good wage, giving them benefits, and not freaking them out all the time by

putting so much pressure on them that they explode. In other words, respect them.

Everything else on this list won't matter if you treat them well.

Reply · · Like · Follow Post · November 16, 2012 at 5:16pm7

Michael Baker · Head Coach at MOVE TO ACTION

Interesting survey, but I would move manager issues to the top. I believe a lack of opportunity is a BS "cop out"

kind of response. It's much easier than saying your boss was a jerk. With over twenty-five years in sales

management and the past ten in coaching, I have had many conversations with unhappy employees before they

left. Almost all of those pre-exit conversations focused on "that jerk in the corner office". By coaching their

manager, I have prevented many employees from leaving and in fact, have helped many to even great success.

Reply · · Like · Follow Post · November 15, 2012 at 10:10am7

Jonathan Stone · · Top Commenter · Owner at EmbroidMe Santa Ana

Truth

Reply · · Like · November 15, 2012 at 4:42pm

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1

Vikki Loving · CEO/Chief Matchmaker/Headhunter/Career Coach/Birkman Certified at Intersource Recruiting

I believe in all 4 of these reasons and I would put a whole different spin on them - People leave because of

VALUES DIFFERENCE. They do not value what you value. That is it, that is the bottom line. Interview for VALUES

first and foremost and then move through the rest of the questions.

Reply · · Like · Follow Post · November 15, 2012 at 4:10pm7

Kedar Joshi · Deputy General Manager - IT at Dwekam Electrodes Pvt. Limited

Vikki am 100% agree with your viewpoint...

Reply · Like · November 17, 2012 at 9:12am

David Zweifler · Head of Marketing and Communications at TradingScreen

You're making this much too complicated. If you want to have staff who stick and not waste a lot of time with

building culture and training, just hire marginal people. :)

Reply · · Like · Follow Post · November 15, 2012 at 2:54pm7

Kedar Joshi · Deputy General Manager - IT at Dwekam Electrodes Pvt. Limited

David that will solve one problem but then what about quality of work & processes with these marginal

employees...

Reply · Like · November 17, 2012 at 9:05am

Garry Chan · Hong Kong

I agree with David. What would damage more quality of work & process? Hire marginal but stable

people with fair quality maybe but maybe not or Hire outstanding people who would possibly leave the

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people with fair quality maybe but maybe not or Hire outstanding people who would possibly leave the

company within a short time period?

Reply · Like · November 22, 2012 at 4:56am

five_john (signed in using yahoo)

Unfortunately this type of recruiting practice is all too common and is becoming more popular

everyday, especially in large organizations. Sure the quality of work is poor, the customers are

dissatisfied, and the employees are miserable. But despite these conditions, a somewhat experienced

business manager can usually squeeze out a decent profit before moving on to the next contract and

starting the process over once again. And the company saves money on internal costs; which is all

that matters, right? Even though employees are basically treated like cattle, they are too weak-willed

and unconfident in their abilities to find another job, which is what enables companies to profit in this

manner. It’s just basic evolution really - the dominate will always exploit the weak to reach their goals.

Fortunately, it’s not difficult to avoid these types of companies since they often have tell-tale signs

that are easily recognized. Common indications are:

- the company seems desperate to hire you despite the fact the interview only began 15 minutes ago.

- the company gives you short notice prior to an interview

- interview questions seem very broad and vague

- high turn-over rates within the company

- job descriptions are vague and incomplete

Reply · Like · Thursday at 5:19pm

Liam Anderson · Slaný

The top reasons are essentially correct. My last resignation was for # 1, 2 and 4. However, how much the

recruiter can do anything to address any of these is debatable.

1. Promotion opportunities depends on the size and shape of the organization's pyramid, flat organizations have

less rungs of management and therefore less opportunities for promotion. Recruiters need to "sell' the position to

the candidate, so they are not always entirely transparent about this, even if they know what is going on.

2. recruiters have no influence on either the training, conduct or retention of the supervisor. Supervisors will put

on their best "face the client" face during the interview, so that the candidate will not see his true nature until they

actually start working for him. It usually takes a few days to learn that the supervisor is not the best thing since

Alexander the Great.

3. Recruiters have no influence on salaries, nor do they have any influence on who gets a raise.bonuses.

4. Recruiters need to "sell' the position to the candidate, so they are not always entirely transparent about this,

even if they know what is going on. Yes, I did copy and paste this from comment 1, the same principle applies.

Reply · · Like · Follow Post · November 15, 2012 at 6:13am5

Satya Prakash Singh · CBIT, Hyderabad, India/Osmania University

Most of the employess do resign for the reasons mentioned in the survey. But there are other contributing factors

leading to these reasons eventually such as professional differnces or difference of opinion is taken as a personal

difference / challenge to the authority / supervisor, encroaching / too much interence in other people's work space

/ domain leading to professional conflicts and supervisors / immediate authority not being matured and forgiving.

Most of the companies in India are owners/promoters driven and very few of them have conflict resolution

mechanism, honest way of resolving the professional difference before it takes a shape of conflict in the most

transparent way, loyalty but not the competence is the criteria for appointment of supervisors / immediate

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transparent way, loyalty but not the competence is the criteria for appointment of supervisors / immediate

authority.

Reply · · Like · Follow Post · November 15, 2012 at 6:54am5

Jeffrey Johnston · Top Commenter · Purcellville, Virginia

Nobody ever says their boss was a dick if they want a good reference from that position later. There's no purpose

in pointing it out either, and you know why? Because your boss and HR didn't care enough to change when you

actually worked there and told them. Why do they care now? It can only serve to hurt you, thus nobody reports

#2 when they leave if they are smart.

Reply · · Like · Follow Post · November 15, 2012 at 3:06pm

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Jeffrey Johnston · Top Commenter · Purcellville, Virginia

Just to add, I have worked places where I left simply because I was bored, or simply because the pay

was not substantial enough, but I have left places where my boss was a total sociopath and I

certainly didnt say it in my exit interview.

Reply · · Like · November 15, 2012 at 3:11pm2

Joe Cooter · Washington, District of Columbia

That's not always true - most large companies won't disclose exit interviews to *anyone* - including

your (former) manager, and most HR departments won't disclose to anyone outside the company

anything other than the dates you worked there.

Reply · Like · November 15, 2012 at 3:22pm

Jeffrey Johnston · Top Commenter · Purcellville, Virginia

Fair point, but whether they disclose or not, will it *really* help you to say in your exit interviews why

you left?

Reply · Like · November 15, 2012 at 3:24pm

Jared Brookstein

I am the corporate recruiting manager for the nations largest bpo. we have 50 locations and 1200 employees..

this article did not set well with me. they failed to take into account that some people are professionals and do not

give a "real" reason for leaving, but they do give a standardized answer. - they also failed to mention that it is

often more than one reason why they leave. it could be they aren't being challanged and that they also aren't

making enough money. or they aren't making enough money to deal with the manager they have. - they also

didn't mention that people lie... all people lie in interviews at one point. if you are a smart job seeker you know to

bend yourself to fit what the hiring manager needs.. they want a certain level you fluff yourself up, they want a

lower level and you need a job bad, you dumb yourself down just to get the job and then leave when something

better comes up.. this article is pointless!

Reply · · Like · Follow Post · November 15, 2012 at 7:31pm4

Rajesh Rao · SSE at Viteos Capital Market Services Ltd

I have personally seen people leave organization due to 2 reasons.

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I have personally seen people leave organization due to 2 reasons.

1) Mis-Management - The management was too concerned about acting as a management layer, but was totally

confused when it came to project management and delivery. The management needed a scapegoat for blaming

whenever there was a failure in delivery, but the management was crowned for all the success. Most of the

employees were afraid to come ahead and take any responsibilities, until and unless it was forced on them. Many

employees were just killing the time in the organization, which I think is more dangerous for any organization.

2) Too much politics in the organization.

Reply · · Like · Follow Post · November 15, 2012 at 7:30am4

Sree Choudhury · · Works at Meridiansoft Info Systems

Very informative article but I think retention plays a vital role here & especially the top management/Hr should be

proactive in making the existing employees stick.

Reply · · Like · Follow Post · November 21, 2012 at 6:34am

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3

Reddy Kovvuri · · Senior Material Controller at ISCCO, Abu Dhabi

good

Reply · Like · December 1, 2012 at 5:32pm

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Nick Richards · Grenoble, France

I agree with Sree that "Retention" is also a key factor and that HR should be proactive however that

supposes that General Management gives them this mandate. Unfortunately a lot of HRs, especially

from the SMB sector, are not so mandated and are limited to admin and do not (read cannot) carry

out "Proactive" evaluations that would help identify and address potential employee issues.

Reply · Like · January 13 at 9:31am

Gbadebo Reuben

My Brother, kool stuff. I think for me the number 2 reason resonates well with me.

Reply · · Like · Follow Post · November 15, 2012 at 7:52am3

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