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

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