Why Good Employees Leave Companies—and How Managers Can Keep Them

According to CNN, “Americans are quitting their jobs at the fastest pace since early 2008.” When you look at the numbers, it is difficult to deny the fact that there are just as many workers leaving jobs voluntarily than there are being let go by companies. Often, when a strong employee leaves, it is blamed on the management. But this is a gross oversimplification of the issue.

Everyone has all heard the phrase: “People do not quit companies; they quit managers.” But actually people quit companies for a variety of reasons, including a dislike for management. Here are just a few of the reasons employees leave.

• Career Development. Nearly all of us had friends or family affected during the economic downturn. Some people lost jobs and were able to find work fast; others were able to keep their positions. Why did these people have an easier time? People that could offer more value in the market kept their jobs and found jobs faster. Now that the economy is improvement, these employees may leave if there is a lack of development. They need to stay sharp—to prepare for future economic difficulties.

• Advancement Opportunities. Organizations that are not in growth modes or are small, struggle to provide advancement opportunities for their employees. As a result, they may struggle to keep high- performing employees. One way to stay marketable and increase your salary is via a promotion. If jobs in your organizations appear to be a “dead end” then the employee is less likely to stick around.

• Poor Fit. This is a big reason people leave companies. Some people need to work for small entrepreneurial companies; others are a better fit for established organizations. Some employees need a hard-charging culture; others prefer working in a family type of environment. Bottom line: cultural fit can play a critical role in retention.

• Lifestyle. This factor is becoming more important issue for modern workers. Recent research tells us that employees, especially Millennials, want more work/life balance. They want more time to be with family, as well as tie to pursue their passions outside of work. In essence, they want the ability to make lifestyle choices and work/life balance decisions. Certain jobs, careers, and companies make that more difficult.

• Security. During fluctuating economic times, job security is paramount. Many people will look for stability. Now that things seem more stable, disgruntled employees may seek out industries and environments seem safer. They may look for companies that made it through poor economic times without laying people off.

• Brand. Public image and brand is like a magnet. People want to work for and stay with organizations that have a strong positive public image. Meanwhile, they want to abandon ship of companies that are seen as pariahs.

• Compensation. Although not always the first factor that leads to turnover, compensation does play a role. Companies that pay below market value, especially those without out stellar work environments, lose people. Plain and simple.

It is clear that there are far more factors involved here than just management. Some are personal, while others are a direct result of the workplace. Pushing the blame purely onto management is a gross oversimplification of the issue and will not reveal a path to fixing the real problem.

However, there are many factors that management does control. Indeed, managers can play a role in creating a positive work environment that will overcome some of these challenges.

• Promote Creativity. Managers need to cultivate a work environment that promotes creativity and intelligence. When creative workers are forced to do mind-numbing labor, they likely won’t be satisfied. It comes down to knowing your workers, and putting them in the best position for their skillset.

• Foster Strong Relationships. Employees that have strong relationships with their boss are often happy in their position and less likely to leave. Overbearing, distant, or unfair bosses tend to be a big contributor to the quitting issue. It is important for employees and their bosses to be one the same page, in sync, and satisfied with the arrangement.

• Exhibit Emotional Intelligence. There must be a strong empathetic link between the managers and their workers. If that link is nonexistent, it results in overworked, discouraged, and unmotivated employees. Managers have to realize that workers, while having jobs to do, are also people. They must find a middle ground between having their workers be efficient and not overworked. They aren’t cogs in a machine, they are people. Though sometimes, that notion takes a backseat to the need for productivity.

• Recognize Talent. When employees work hard, they want that work to be noticed. Management must be good at expressing appreciation for dedication to the company. Managers can do this through rewards, promotions, or even a simple compliment. When managers pay no mind to hard work, it is a major insult and discouragement to the employee. This will destroy their motivation, and lead to burn out.