1. Employees Feel Undervalued.

One of the main reasons employees leave their place of employment is they don’t feel valued. Not many individuals enjoy working in a situation where they don’t feel like they are appreciated or their work is acknowledged. Being valued gives the employee a feeling that they are not disposal and that the organization is successful because of them. It is much easier for an employee to walk away from a job if they are not appreciated or respected.
Employers can avoid this situation by conveying their appreciation to employees. This should be done in several ways such as one-on-one conversations, public acknowledgement during team meetings, and nominating employees for in-house awards and recognition programs. If these programs are not present in the organization, then they should be implemented. Challenging your employees with more difficult assignments is also a way of letting them know that they are appreciated and that you trust them enough to assign them more difficult tasks. This helps the employee build more confidence while aspiring to be a better employee by tacking on the task at hand. Employees should also be recognized as a group. After the completion of a project, it is always a good idea to treat the group. You can show appreciation with anything from lunch to gift certificates or a day off.

2. The job is not what was expected.

In an attempt to present a dream place of employment, hiring managers often paint the job as a more pleasant experience that it actually will be. Without knowing it, managers put themselves in a position of having to replace employees at a faster rate. It is important that employees are upfront about the specifics of the job during the interview process. Some of the most important aspects of a job that employees feel employers aren’t honest about our work hours, workload, pace of work environment, and promotion potential.

For this reason, employers should always be upfront and honest about every aspect of the job. During the interview process, employers should go through a typical shift and explain in great detail what the job will entail. In addition, employers should be upfront about overtime requirements and opportunities. If the job requires a sharp mind and it typically fast-paced, this information should be relayed. It might also help if prospective employees are allowed to shadow a worker during a shift. This will alleviate any unrealistic expectations regarding the job duties.

3. No room for advancement.

Let’s face it. No one wants to work in a dead end job. One of the major differences between a job and a career is the ability to grow and be promoted to more challenging positions. So you can see why many employees leave their jobs when they realize there are no growth opportunities. This will cause a good employee to take the skills that they have learned from one organization and take them to another organization that has more growing room.

First of all, employees should be told upfront when there is no growth potential on the job. A diplomatic way of doing this is to present them with an organizational chart upon interviewing. An ambitious employee will take this into consideration before accepting a position with no promotion potential. Secondly, when jobs become available, organizations should attempt to hire from within when qualified candidates are available. Overlooking internal candidates sends a message to other employees that there is no loyalty within the organization and lowers morale.

Employers can retain more of their quality employees if they would simply value them, be upfront about the job, and present them with other opportunities within the organization, when possible. These tasks can be accomplished by simply letting the employees know that they are appreciated, providing them with honest information concerning the job during the interview process, and giving them opportunities to advance from within. The time taken to evaluate and institute these suggestions within a negotiation training policy will be well worth the reward of retaining valued employees who feel that they are an asset to the organization.