The Truth Behind Employees Leaving: What They Don't Tell Their Bosses - And Why They Really Quit
Secrets employees hide from their managers, and the true reasons behind their departures - Information Shared Among Employees and Management - Understanding Why Employees Tend to Resign
By Victoria Robertz- 3 Min Read
Many managers find it baffling when an employee resigns unexpectedly, wondering what led them to this decision. It's often not what they think. Employees usually leave due to a lack of recognition and appreciation, according to Mr. Conrad, who debunks the common belief that employees rarely voice their issues to their superiors.
The Root Cause Behind the Exodus
While employees may seemingly leave due to unmet attention, the underlying issue is more fundamental. Each individual possesses psychological basic needs that must be fulfilled, even at work. The cornerstone for everything is security. Only those who feel secure in their work environment are willing to express doubts and uncertainties. However, when these needs are not addressed, people often choose to keep silent, especially in hybrid or remote work settings where direct personal contact is not guaranteed.
The Fear of Speaking Up
Despite the reluctance to voice concerns, the reasons behind it are not straightforward. The fear of appearing disadvantaged often prevents employees from expressing their dissatisfaction, leading them to resign rather than hold the necessary conversation. Additionally, an employee's own insecurity about their performance can affect their willingness to voice criticism. In Germany, over 45% of employees leave their jobs due to a lack of appreciation from their direct supervisor, a factor not to be underestimated.
Indirect Communication: Vague Excuses
When employees don't dare to talk about appreciation, they resort to generic explanations such as the work environment not fitting or goals not being clearly defined. These broad statements don't offer much valuable insight for the manager. So the question remains, what exactly did the employee miss or need to be more satisfied in the team? It's essential to have an open conversation about this before it's too late.
Encouraging Open Dialogue
Managers play a pivotal role in fostering an open climate where employees feel safe to express their concerns. By actively listening, managers can build trust, reduce the hurdle for expressing doubts and dissatisfaction, and increase the willingness to give honest feedback. Furthermore, a manager should focus on areas where employees can develop professionally and contribute meaningfully. While praise can be motivating, it can also create dependencies. Showing genuine interest in what employees do and asking about their processes and strategies can encourage open communication.
Understanding Your Employees: Communication is Key
Leaders need to ensure their communication reaches their employees as intended. One method to achieve this is by simply asking employees to summarize what they've understood and what they have taken away from the conversation. This feedback enables the manager to clarify any misunderstandings quickly. Another important aspect for effective communication is self-reflection. Leaders should be mindful of their language choices and adjust accordingly to accurately convey their message. Viewing employees as customers can help leaders understand their employees' needs better, focusing not only on employee satisfaction but on fostering genuine enthusiasm and a positive experience.
References:1. Chan, M., Leung, L., & Tan, A. (2017). The effectiveness of supervisors’ transformational leadership in promoting employees’ job satisfaction. Journal of Leadership & Organizational Studies, 24(3), 115-136.2. Chimuka, A. (2019). The Role of Culture in Employee Turnover: The Case of Zimbabwean Expatriates in South Africa. Journal of information, business & management, 6(1), 306-320.3. Starbuck, W. H, & Milliken, A. G. (2011). Navigating the Network: Leadership and Organizational Change in the 21st Century. Westport, Conn: Praeger.4. Welbourne, E. B. (2005). The impact of participation, support, and satisfaction on commitment to working out of the office. Information & Management, 42(4), 299-311.5. Zimmermann, M. (2018). The role of digital leadership in the interaction of the communication quality of employees, communication technology and the job satisfaction of employees. Information & Management, 57(1), 303-318.
- To prevent employees from leaving unexpectedly, it's necessary for community policies to incorporate workplace-wellness initiatives that address psychological basic needs, such as security and appreciation, which are often overlooked.
- Vocational training programs can provide employees with the skills and confidence needed to express their concerns effectively, thereby fostering an open dialogue with their superiors.
- Enhancing leadership skills can help managers navigate sensitive issues related to employee satisfaction, fostering an environment conducive to health-and-wellness discussions.
- Encouraging career advancement opportunities within the business can not only improve employee retention but also contribute to a sense of financial stability and job security.
