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The Disparity Between Management’s Perceptions and Why Employees Really Leave
Do you remember the last time you were on a job search?
Looking for a job can be a painstaking process. Further, the current state of the economy makes for a highly competitive environment without much return.
What would have to occur for an employee to quit their new job?
Approximately 89% of managers believe that employees leave their jobs for more money. However, approximately 88% of employees said they left their jobs for reasons other than money.
~William, 2003
This is a significant disparity between management’s perceptions and the reality.
What causes an employee to leave?
- Employee does not respect or like their managers
- The job or environment is not what the employee expected
- The Employee is not the right fit for the role
- Employee does not receive coaching and feedback on their performance
- Employee does not believe there are enough opportunities for growth and advancement
- Employee feels devalued or that their contributions are not recognized
- Employee is unable to attain or maintain a stress-free, work- life balance (Branham, 2005)
Last but not least, the employee does not feel like a welcomed part of the team. Employees who are not properly socialized and acclimated to the company’s culture are more likely to quit (Ashforth & Saks, 1995).
For more information on how to Maximize the Success of New Employees visit: http://drgia.com/onboarding-design/
Dr. Gia
Are New Employees the Future of Their Organization?
New Employees are often viewed as the future of their organization.
Unfortunately, the promise of new employees isn’t always fulfilled. Too often their new ideas go unheard within the typical hierarchical structure of business. What a detriment to the potential contribution the employee could have offered their new organization.
What does it really cost an organization to lose the potential of a new employee? Even worse, what does it cost an organization if a disenfranchised employee who is negative, contrary, and disengaged decides to stay?
This is one of the core challenges of acclimating new employees to your company quickly and preparing them for enduring success.
How do you meet the challenge of new employees?
Learn more about the
Onboarding Workforce Maximization Design Model
http://drgia.com/onboarding-design/
Website – Dr. Gia Consulting
Buy Onboarding the book – http://www.onboardingthebook.com
Want to connect with Dr. Gia? Click HERE!
Dr. Gia
You are invited to attend an exciting session by the Chicago Industrial Organizational Psychologists (CIOP):
Create a Positive Presence and Brand in Social Media.
The expert panel includes; Dr. Gia of Dr. Gia Consulting, Kelly Haase, Debra Johnson, and Hayward Suggs of CommonQuest Consulting. For more information visit: http://www.ciop.net/event-908600
Want to connect with Dr. Gia? Click HERE!
Who Needs Onboarding?
Who needs to be onboarded?
This is an important question. Traditional thinking presupposed that onboarding was intended to support the integrating of new senior-level managers and executives into a company with the goal of preparing them to succeed in their jobs. However, recent literature acknowledges that onboarding now has a larger context of socializing new employees irrespective of their title, position, or level at their organization (Dai &Meuse 2007).
So, who needs to Be Onboarded?
EVERYONE!
Unfortunately, many organizations make decisions concerning new employees based on false premises. The following is a list of myths that many organizations have adopted as assumptions when onboarding their employees:
- The best employees can take care of themselves.
- A traditional orientation information session is sufficient.
- Cursory introductions are all a new employee needs.
- Initial assignments should be easy and quickly achievable to build confidence.
- Mentors are best for supporting a new employees integrating process (Rollag et al., 2005 pp. 37-40)
Did you hold any of these premises to be true? Were any of your orientation programs built on any of these premises?
If so, you are not alone. Programs developed based on these assumptions may not have yielded you the organizational outcomes you were expected.
Effective onboarding programs can reduce turnover, improve employee performance evaluations, and support a positive organizational culture!
To learn more, get your copy of: Onboarding: Maximize the Success of New Employees. Buy it now: http://www.onboardingthebook.com
Dr. Gia
Want to connect with Dr. Gia? Click HERE!
You can get everything in life you want,
if you just help enough other people get what they want.
~ Zig Ziglar
Want to connect with Dr. Gia? Click HERE!
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