Page 69 - How America's Best Places to Work Inspire Extra Effort in Extraordinary Times

56B RE-ENGAGE

: But . . . Then . . .
If You . . .
Have poorly trained
Have committed, caring
The efforts of the senior
leaders are thwarted
senior leadership
managers who can’t help
employees be successful
Genuinely care about
They may become
Don’t recognize or reward
the career growth of
your employees them when they make discouraged and
look for employment
important contributions
to the success of the elsewhere
business
Have excellent health Don’t offer employees They may watch the
and retirement benefits leadership they trust clock more than they
think about their
productivity
Have a meaningful way of Don’t offer opportunities They will find those
recognizing employees for them to grow and opportunities else-
develop where
Have effective Cut back on or don’t They may feel forced
managers who want provide competitive to seek a position
to do right by their benefits with better benefits
employees
Have employees who Are poorly managed The team will under-
like working with their by their team leader perform, and team
team and have strong members will be
team accountabilities disengaged

: COMPARING UNIVERSAL ENGAGEMENT DRIVERS TO
RETENTION RISK FACTORS

In 2005, Leigh Branham’s book, The 7 Hidden Reasons Employees
Leave, reported the results of his analysis of thousands of “employee
post-exit surveys” that were collected by the third-party Saratoga In-
stitute. In 19,700 such surveys, individuals who had voluntarily left
their employers voiced the reasons they chose to move on. Leigh’s
research identified seven factors that most frequently drove good em-
ployees to put that first foot out the door.
In the table that follows, we compare the list of retention risk fac-
tors (turnover root causes) identified in Leigh’s book with the list of
engagement drivers described here: