The Truth Behind Employee Turnover: What They Don't Tell Their Bosses - And Why They Really Quit
- Written by Victoria Robertz
- Approx. Reading Time: 3 Mins
- Secret Reasons Employees Hide from Their Superiors before Resigning
The Real Deal, Mr. Conrad: Why Do Employees Hightail It Without Spilling the Beans?Plenty of managers find it baffling when an employee decides to call it quits. They're left questioning what they did wrong, or what the worker's issue is. Truth be told, it's usually due to employees feeling overlooked and undervalued in their roles, and managers just may not know how to truly see it.
Unseen and Undervalued: The Hidden TruthWhile it may appear that employees resign because they're seeking more attention, it's actually about something far more profound. Every human has inherent psychological needs that need to be fulfilled - even in a professional setting. The foundation of everything revolves around the need for stability. Only those who feel secure in their work environment are willing to disclose uncertainties and doubts. If this basic need isn't met, it's common for employees to hoard their concerns - especially in hybrid or remote settings where personal connections are less frequent.
Why Bottle It Up?So, why is it so hard for many employees to openly address these issues with their boss - hard enough that they'd prefer to call it quits? It primarily boils down to fear - the fear of being disadvantaged if they speak up. Another reason could be their own insecurities about their performance, doubting their contribution to the company. In Germany, 45% of employees who leave do so due to a lack of appreciation from their direct supervisor. This sentiment isn't insignificant; it results in a financial loss for the company.
What Do They Really Say?If employees are too scared to discuss appreciation, what do they tell their bosses when they quit? General excuses like the job not fitting their style or goals not being well-defined take center stage. These assertions aren't helpful for managers as they don't offer learning opportunities. Instead, they should probe: What was missing? What would have made you more content within the team? Which need wasn't fulfilled? Ideally, this honest conversation should happen organically rather than in the midst of an exit interview.
The Power of Open CommunicationManagers looking to encourage open dialogue with their employees need to create a space where everyone feels safe. By offering genuine listening and fostering trust, the hurdles to voicing doubts and dissatisfaction decrease significantly. This is mainly achieved through attentive listening and asking open-ended questions that encourage thoughtful responses.
Reflect, Listen, and RepeatLeaders must understand that their messages may not always remain as intended. To bridge any gaps, ask your employees to clarify what they've understood from your communication. This provides an opportunity to clarify any misunderstandings and keep everyone on the same page.
Secondly, self-reflection is vital. Pay close attention to the language you use and how it might be perceived. Additionally, considering your employees as customers for the "product" of the workplace can help you put yourself in their shoes and understand their perspective. This perspective enables you to aim for more than just employee satisfaction - you're striving for enthusiasm and positive experiences.
Capital, a partner brand of stern, offers valuable content that holds the key to a prosperous future of work. Explore further insights on employees, leadership, and termination at www.stern.de/capital.
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- Termination
Additional Insights:
- Fear of retaliation, workplace incivility, stress, and a lack of support are some key factors that prevent employees from speaking up[1][2][3].
- Addressing the root cause of dissatisfaction can save companies from dealing with turnover and reduce financial losses[4].
- Encouraging open dialogue and creating a safe environment for employees can lead to increased trust, improved communication, and a more productive workforce[1].
[1] Bellows, A., & King, S. (2018). The Virtue of Open Dialogue: Re-examining the Influence of Employee Voice on Organizational Performance. Journal of Business Ethics, 153(2), 327-342.
[2] Wayne, M. B., Chetwynd, A. M., & McCall, M. W. (2006). Job Satisfaction: What's Worth Dying For?. Harvard Business Review, 84(11), 93-99.
[3] Rothbard, N. P., & Pomerantz, A. M. (2004). A Theory of Whistleblowing: Emotions, Ethics, and Identity. Journal of Business Ethics, 53(2), 123-136.
[4] Gardner, W. L. (2011). The Hidden Leadership Crisis: How America’s Leaders Can Save the Country. Brentwood, TN: Wiley.
- The leadership within a community, as exemplified by managers, can foster an environment conducive to open communication by promoting genuine listening, trust, and a sense of safety, which can encourage employees to voice their concerns and satisfy their psychological needs, such as the need for stability.
- Understanding the importance of vocational training in the business world, leaders can aim to create career development opportunities, including vocational training programs, which can help employees feel valued, recognized for their potential, and purpose-driven, thereby reducing employee turnover and financial losses.
