3, 4, 5, 9, 10
Via Fark, I came across a short article by Gregory P. Smith titled “Top 10 Reasons Why People Quit Their Jobs“.
The interesting bit is the conclusion drawn by Smith:
Interesting, isn’t it — that all ten factors begin with the phrase
“Management….” Interesting, too, just how many of these high-turnover
factors are preventable? My retention survey confirmed the truth of the
saying, “Employees don’t quit their companies, they quit their bosses.”
Thirty five percent of the respondents answered yes to the question,
Was the attitude of your direct supervisor/manager the primary factor
in your quitting a previous job?
In a seperate newsletter, logoworks cites Roger Herman:
Recruiting, selecting, and hiring a new employee takes time and money .
. . neither of which you have a lot of. Then, when you do find somebody
that you hope will work out, you have to invest in training time and
some team building to move that new employee into a position of
productivity. Meanwhile, the business keeps moving. There’s no way to
push a “pause” button while you adjust.
Regarding my first job that I had out of college as a consultant at ITT Industries, I remember I was told by my manager, when I asked for a well deserved raise, that I was “replaceable” and that in fact, all employees are. Needless to say, with this type of attitude in management, interacting with management was always stressful and my own morale was low…I lost a lot of respect for my manager after that encounter; it’s one thing for management to believe some management training BS, but it’s just not right for management to say it to directly to an employee…
Herman continues by adding:
People know each other, they’re comfortable with each other, they work
well together. This kind of relationship can be powerful when there’s a
rush order to get out or when there’s a problem somewhere in the
manufacturing process.
This can be even more critical in IT as many of the people that work in this field are introverts (like myself), whom generally have a hard time finding people who they can relate to and form bonds with. And of course, this type of employee bonding is important so that responsibility is gladly shared by teammates and coworkers come crunch time, so that morale remains high (and by proxy, productivity and quality), and so that good talent doesn’t slip away.
On a completely unrelated note, I came across a goldmine of cute as I was browsing around the web. Can you tell which one doesn’t belong (at least according to Nature) with the other?
Too cute!
