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1/3 of your employees are looking to leave! Part 2

Part 2: 13 Top Reasons Why Good Employees Leave

The 2011 study points to 13 factors that influence engagement (listed in order of importance):

  1. Being treated with respect
  2. Having a work-life balance
  3. Quality of organizational leadership
  4. Working in an environment where they can provide good services to others
  5. The type of work
  6. The quality of people employees work with
  7. Benefits
  8. Base pay
  9. Long-term career potential
  10. Having flexible work arrangements
  11. Learning and development opportunities
  12. Opportunities for promotion
  13. Incentive pay and bonuses

Why engagement matters

Mercer and other HR experts have shown that the effects of an engaged workforce go far beyond employee retention. Employee engagement translates into these benefits.

  • Increased productivity
  • Greater levels of innovation
  • Improved service quality
  • Higher customer satisfaction
  • Reduced absenteeism
  • Lower health care costs
  • The ability to attract talent
  • Increased competition
  • Higher shareholder value

While employee preferences and motivating factors differ across industry and location, Mercer found the following four factors consistently have the highest impact on engagement:

The work itself. In particular, employees need to understand how their individual contribution fits into the larger scheme of things.

Confidence and trust in leadership. Managers should act on a way that’s visible and transparent.

Recognition and rewards. Most importantly these should be internally fair and externally competitive.

Organizational communication. It should flow smoothly up, down and laterally throughout the organization. Managers should recognize that not everyone communicates in the same way.

Interestingly, other research shows that merely paying attention to what employees have to say – through surveys, focus groups and active listening – can have a marked impact on engagement. The engagement level changes when employees feel heard, even without any real change in organizational behavior.

People want to feel that they matter. They want to have some say in where, what, when and how they work. Work accounts for the largest chunk of time they’ll spend during their entire lives. They want to be treated like thinking adults. And increasingly, if they don’t get what they want, they’ll find it elsewhere.

So is engagement in any of these forms something you do, or don’t do?

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