7 Reasons Why Good Employees Leave – and the Remedy for Each

Good employees leave organizations for a number of reasons:  leadership issues, poor communication, no respect for work/life boundaries, a culture that is not supportive, lack of advancement – and more.  Here are seven of the most common reasons employees leave – and how to nip them in the bud before it’s too late and you lose valuable people.

1. Ineffective leadership:  Leaders who fail to provide clear communication, constructive feedback, opportunities for advancement, and a sense of appreciation lose good employees quickly.  Ongoing high turnover is a major red flag in any organization:  it is a signal that something is really wrong.
   Remedy:  communicate clearly – and often – with employees about company goals – and the WHY of them.  Employees want to know what the goals and direction of the company are, but also why those are the focus of the business.  And these are dynamic because business is never status quo. Keep employees updated on a regular basis and answer their questions.  It’s a sign of respect for them and their contributions.
2. Micromanagement:  Good employees don’t need to be micromanaged.  They need to be informed and inspired, but not told what to do, or how to do their job. If you have employees who need micromanaging, you have a weak team.
   Remedy:  Regular check-ins.  Studies show that managers and leaders who regularly check in with employees experience fewer resignations.  That’s because employees feel valued when management asks them how they are doing, how their job is going, what can be improved upon or what frustrates them.  Good leaders check in with employees at least once a month.  This also greatly eliminates a “surprise” resignation, because leaders who have been communicating with employees regularly can anticipate and identify a flight risk.   A check in can be a short and specific conversation e.g.: “How’s the Johnson project coming along?  Fill me in – I want to hear how it’s going for you.”  (Note: how it’s going for you” is far more effective than just “how’s it going?”.  It shows that you care about the employee’s work and you are here for them, no matter what’s going on.)  Or check-ins can be a 30-minute meeting every two weeks to just talk.  Ongoing conversations are key to keeping your finger on the pulse of what’s going on and how employees feel about their work and their role.
3. No voice for employees:  Employees need to be able to voice their concerns, ask questions, ideate and work collaboratively with coworkers.  Not having a voice means they have no input to the organization and that makes employees feel like they are just toiling away with no sign of the finish line – or even a mile marker. This leads to disillusionment and disengagement.  Employees who don’t feel they are stakeholders in the company have no problem leaving – because they were never attached anyway.
   Remedy:  In the same way that you, as a leader or manager, can have regular check-ins with employees, let them have check-ins with you, too.  This can take the form of weekly town hall meetings where different issues are discussed, as well as different ideas.  Feedback is valuable – it’s information you need to lead effectively, so treat it as a gift from employees and encourage it by providing opportunities for employees to have input.
4. Ignoring Work-Life Balance: Leaders who consistently demand long hours and fail to support work-life balance (or worse, are oblivious to it), are guaranteeing that their employees will experience burnout and decreased job satisfaction.
   Remedy: Awareness and empathy for the demands on workers – both personally and professionally.  Everyone is working harder than ever and the stress of enormous work and family pressures are taking their toll on workers as never before.  Consider employees’ responsibilities in total, and the demands on them.  You never know what else is going on in someone’s life that they may be struggling with.  Often, you can change their situation in a small way, and their appreciation will foster loyalty and consistently good work.
   One of my clients shared with me that a single mother of three on her team was struggling mightily with a short-term, but increased, heavy workload at work.  Raising three small children by herself was another full-time job on top of her work responsibilities.  The employee jokingly said at work one day, “I’m so swamped, I haven’t even done laundry or cleaned my house in three weeks.”  Her manager responded by hiring a cleaning service to clean her home once every two weeks for 90 days until they wrapped up the big project at work. The employee was not just grateful – she was blown away that a cast-off comment like that registered with her manager and the manager acted on it to help her.
5. Lack of Career Growth Opportunities: Employees who see no opportunities for advancement or skill development within the organization see no reason to stick around. If they’re in a dead-end job, they feel trapped. And bored. Good employees want meaningful jobs, challenges, and growth, and if they can’t find them at your company, they’ll find them elsewhere.
   Remedy:  Ongoing training and professional development speak volumes. Studies show that when companies provide ongoing training and development, employees feel valued.  They feel – and know – that their company is investing in them for the long haul.  That, in turn, fosters loyalty, because employees see a future for themselves at the company. Mentoring also has a powerful impact, because when higher-level employees and executives are involved in their professional development and help create opportunities for exposure at work, employees know someone has their back.  Mentoring is a great way to provide support and a sounding board, in addition to skill acquisition.
6. Favoritism:  When leaders show favoritism or are perceived to be biased in their decision-making, it erodes trust and morale among the team.  Good employees feel there’s no point in working hard and being dedicated when they think there’s no reward for them (advancement, promotion, salary increase, etc.).
   Remedy:  Don’t play favorites.  Just don’t.  And don’t put people in the wrong roles just because you like them or “click with them”.  It’s not fair – to the favored employee as well as everyone else.  A terrible thing to do is to put an unqualified person in a position that exceeds their abilities.  Not only does the employee’s performance suffer because they can’t do the job, but they become the subject of whispering, gossip, and mockery behind their back.  They are not taken seriously because they lack the credibility, experience and skills to do the job. And you as a leader are not taken seriously either.
7. Lack of Recognition and Appreciation: When leaders fail to acknowledge and appreciate the hard work and contributions of their employees, it can lead to feelings of dissatisfaction and being undervalued.
   Remedy: Regularly acknowledge and appreciate employees’ efforts and accomplishments. You can show recognition in small, everyday ways: “Great job on the quarterly report for next week.  I know you put a lot into it and it shows.”  You can also implement a recognition program, provide constructive feedback, and celebrate milestones and achievements.  These things cost nothing, but means everything.

If you have great employees, you have a goldmine.  Treasure the talent you have. Create a positive, fair, and connected culture and you’ll retain the engaged, motivated and enthusiastic employees you’ve worked so hard to find and develop.

Written by Kelly McDonald.
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