Every company faces the problem of people leaving the company for betterpay or profile. Early this year, Mark, a senior software designer, got an offer from aprestigious international firm to work in its Indiaoperations developing specialized software. He was thrilled by the offer.
He had heard a lot about the CEO. The salary was great. The company had all the right systems in place employee-friendlyhuman resources (HR) policies, a spanking new office, and the very besttechnology, even a canteen that served superb food. Twice Mark was sent abroad for training. "My learning curve is the sharpest it's ever been," he said soon after he joined. Last week, less than eight months after he joined, Mark walked out of thejob.
Why did this talented employee leave ?
Arun quit for the same reason that drives many good people away. The answer lies in one of the largest studies undertaken by the GallupOrganization. The study surveyed over a million employees and80,000 managers and was published in a book called "First Break All The Rules". It came up with this surprising finding:
If you're losing good people, look to their immediate boss. Immediate bossis the reason people stay and thrive in an organization.And he 's the reason why people leave. When people leave they take knowledge, experience and contacts with them, straight to the competition.
"People leave managers not companies," write the authors Marcus Buckinghamand Curt Coffman.
Mostly manager drives people away? HR experts say that of all the abuses, employees find humiliation the mostintolerable. The first time, an employee may not leave,but a thought has been planted. The second time, that thought getsstrengthened. The third time, he looks for another job.
When people cannot retort openly in anger, they do so by passiveaggression. By digging their heels in and slowing down. By doing onlywhat they are told to do and no more. By omitting to give the boss crucial information. Dev says: "If you work for a jerk, you basicallywant to get him into trouble. You don 't have your heart and soul in thejob."
Different managers can stress out employees in different ways - by being too controlling, too suspicious, too pushy, too critical, butthey forget that workers are not fixed assets, they are free agents. Whenthis goes on too long, an employee will quit - often over a trivial issue."Jack Welch of GE once said. A company's value lies "between the ears ofits employees".
Talented men leave. Dead wood doesn't.
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