Human resources: Why are so many employees looking to leave?

| Print |  Email
Archives - March 2007
Thursday, March 01, 2007
Businesswoman0307.jpg

There are a lot of scary things in the world for employers. Executives can be worried about market share, price points, customer loyalty, competition and cash. They can see not-so-hidden hurdles around every corner and under each invoice that must be paid. Business gurus alert us daily about threats and challenges to virtually every industry.

So when a real danger exists, it is possible for it to get lost in all the noise. Here is what ought to be of major concern to every employer: According to a recent survey conducted by the highly credible Society for Human Resource Management (SHRM) and the Wall Street Journal’s CareerJournal.com, “Approximately three-fourths of employed respondents are either actively or passively job searching.”

The specific numbers were 41% actively looking for other employment and 35% posting resumes and browsing classifieds (passive job searching). Only 24% of those responding said that they were not job searching at all. Another scary number is that 44% of the employed respondents said that they were likely to increase or begin efforts to find other employment during this year. So it is possible that the 24% reporting no job search activity may be anticipating beginning in the near future.

It may be that executives are already apprehensive about this trend. The SHRM survey also found that three-fourths of human resources directors are concerned about the increasing number of voluntary resignations, while 61% of executives indicated a similar concern.

And lest you think that this is only one survey likely to apply to your employees, consider  what another survey just completed by Compensation Resources found: “Turnover among managers has jumped from 4% in 2004 to 8.8% in 2006; from 8% to 16% for salespeople; and from 7.5% to 17.5% for skilled manufacturing employees.”

In order to stem the departure of professionals and mid-level managers (many of the people who indicated that they were looking for other employment), organizations must understand what is prompting them to exit. The results from Gallup’s work over the past several years suggest approximately 70% of all voluntary employee departures are because of the direct supervisor. Lack of recognition, unclear expectations, little or no encouragement, no investment in development, and abrupt and harsh treatment are cited as routine. Supervisors who connect, communicate, care, and develop workers are far less likely to have a high level of departing employees. Just look at this year’s 100 Best Companies to Work for in Oregon to see how much this means.

Another cause of higher turnover is because many employees have felt they were being taken for granted. During the last few years when the economy was struggling, employees understood why they weren’t receiving raises. But now that there has been a turnaround, business is better, and money is flowing more easily, employees wonder why their loyalty isn’t being rewarded with larger increases or more responsibility.

Comments on satisfaction surveys reveal that they believe that the employer isn’t paying sufficient attention to employee advancement, training, sharing organizational information, or soliciting ideas and suggestions from employees who know their jobs best.  

Employers don’t have to offer everything that Google does (Fortune magazine’s Best Company to Work For 2007), where the perks include on-site washers and dryers, a $5,000 subsidy if the employee buys a hybrid car, and free on-site oil changes, just to name a few. But they do need to establish a positive relationship with their employees if they want talented people to stay.  

Let’s face it, if the work relationship isn’t what employees want or can have with another company, then it’s the best employees who will leave, not those who cannot interest another organization in hiring them. The best talent will say goodbye and take their skills and knowledge elsewhere. Customer relationships, valuable experience, and an understanding of how things work at the organization all depart with them. That’s sad, because it really isn’t that hard to create places where employees know they are valued.

Business success is the result of good products and services and great employees. Those who build great places to work will enjoy the benefits of innovating, energized and engaged employees. Those who believe that there is another employee where they found the last one are likely to be surprised by the turnstile at their door.

— Judy Clark, SPHR, CEO, HR Answers
This e-mail address is being protected from spambots. You need JavaScript enabled to view it

 

More Articles

Editor’s Note: It’s a Man’s World

Linda Baker
Thursday, April 30, 2015
lindablogthumbBY LINDA BAKER | EDITOR

Earlier this week we posted an article from our May issue:  It’s a Man's Man’s Man’s World. The story covered the gender divide in tech from the perspective of male workers. Twitter didn’t like it.


Read more...

Green workplace 2.0

Linda Baker
Thursday, May 28, 2015
IMG 2808BY LINDA BAKER | EDITOR

Reinventing capitalism. Office dumpster divers. Handprints versus carbon footprints. These are some of the ideas panelists and attendees discussed during the second annual Oregon Business “Green Your Workplace” seminar yesterday.


Read more...

Eco Zoned

June 2015
Friday, May 22, 2015
BY HANNAH WALLACE

Travelers have always come to Oregon for its natural beauty. But will the increasing popularity of agritourism, European-style hiking getaways and forest resorts relax Oregon's notoriously strict land-use laws?


Read more...

Change at the pump?

The Latest
Tuesday, May 26, 2015
001thumbBY JASON E. KAPLAN | STAFF PHOTOGRAPHER

New Jersey and Oregon are the only two states in the U.S. that ban self serve gas stations. But these two holdouts may be ready to give up the game. New Jersey is considering legislation that would lift the state's ban on pumping your own gas. Oregon is considering smaller scale changes.


Read more...

Biker dreams

The Latest
Friday, May 15, 2015
bike at ater wynn-thumbBY KIM MOORE | RESEARCH EDITOR

The Portland Bureau of Transportation is seeking input from businesses on a $5.5 million initiative to create a network of biking, transit and pedestrian trails within Portland’s central city.


Read more...

Beneath the Surface

May 2015
Thursday, April 23, 2015
0515-goodhacker01 250pxwBY LINDA BAKER

On April 1 I attended a forum at the University of Portland on the sharing economy. The event featured panelists from Lyft and Airbnb, as well as Portland Mayor Charlie Hales. Asked about the impact of tech-driven sharing economy services. Hales said the new business models are reshaping the landscape. “But,” he added, “I don’t pretend to understand how a lot of this [technology] works.” 


Read more...

Up in the Air

June 2015
Friday, May 22, 2015
BY ANNIE ELLISON

Portland tech veteran Ben Berry is leaving his post as Portland’s chief technology officer for a full-time role producing unmanned aerial vehicles (UAVs) aimed at first responders and the military. Berry’s AirShip Technologies Group is poised to be on the ground floor of an industry that will supply drones to as many as 100,000 police, fire and emergency agencies nationwide. He reveals the plan for takeoff.


Read more...
Oregon Business magazinetitle-sponsored-links-02
SPONSORED LINKS