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The 7 Hidden Reasons Employees Leave: How to Recognize the Subtle Signs and Act Before It's Too Late

by Leigh Branham

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Average Rating:5 out of 5 stars
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Editorial Reviews
Book Description
More than 85% of managers believe employees leave because they have been pulled away by "more pay" or "better opportunity." Yet, more than 80 percent of employees say it was "push" factors related to poor management practices or toxic cultures that drove them out. This gaping disparity between belief and reality keeps organizations from addressing the costly problems of employee disengagement and regrettable turnover with on-target solutions.The 7 Hidden Reasons Employees Leave gives readers a deeper understanding of why conventional exit interviewing doesn't work, and what organizations can do to identify, prevent, and correct the root causes of these problems. This valuable book shows how to avoid job-person mismatches, how to align employee expectations with the realities of the position and the company, how to provide constructive feedback and coaching that breeds employee confidence, and much more.The 7 Hidden Reasons Employees Leave incorporates data from surveys of 19,700 employees performed by the Saratoga Institute, an internationally recognized research organization.


All Customer Reviews
Average Customer Review:5 out of 5 stars
0 of 0 people found the following review helpful:

4 out of 5 starsHelps get your mind around the problem, 2007-06-01
This book is well written. It lays the basis for why the reasons people leave is mis-understood. It gives specific guidance on things you can do to bring new employees in and keep them.


0 of 2 people found the following review helpful:

4 out of 5 stars7 Hidden Reasons, 2007-01-10
This was a very informational book. It was a quick read and a great tool. Managers should be reading this book.


2 of 2 people found the following review helpful:

5 out of 5 starsThe 7 Hidden Reasons NOT hiding impact and value from readers . . ., 2006-06-24
Leigh Branham has done it again. The phrase, "a must read" is probably overused and a bit shopworn today, but Leigh's book truly is "a must read" for anyone who leads, serves or depends upon people to get the work of the organization done. As with his earlier book, "Keeping the People Who Keep You in Business", Leigh's style is highly informative and academic yet warmly conversational and user friendly. His clear and compelling guidance will carry the reader to greater understanding and facility with the talent management challenges that are already upon us. The 7 Hidden Reasons is a comprehensive, no-nonsense and energizing learning experience.

Leigh's years of study, focus and practice in this crucial area of the talent management life cycle is clearly evident. Leigh is one of this Nation's leading experts in the world of retention and engagement.

Leigh's 7 Hidden Reasons really are hidden, quite real and too powerful to ignore. Enjoy reading this one . . .


5 of 5 people found the following review helpful:

5 out of 5 starsNews You Can Use in a Business Book, 2006-06-09
Branham has given us powerful and practical tips for running a better enterprise. The implications of understanding why good people leave their employer are far-reaching. The 7 Hidden Reasons Employees Leave book tells us what tell-tale signs to look for, and how to conduct exit interviews so that we can collect the real reasons people jump ship and act on them. If you've ever experienced turnover and scratched your head about why folks are leaving (as I have), you will benefit from reading this book. It is very easy to read and a good reference book for the office bookshelf.


5 of 6 people found the following review helpful:

5 out of 5 starsA good read for all levels of the organization, 2005-12-12
I am in the sales department of a top pharmaceutical company. Retention of top performers is a real concern in our industry. This book offers practical steps you can take immediately to improve retention. It not only shows what you need to do to be an employer of choice but also reinforced for us what we were already doing right. A must for all managers who care about the bottom line and know that taking care of your high performers is the way to see the best profits.




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