Here are seven of the highest reasons
Keeping your best workers starts with understanding why the staff leaves.
Losing a skilled worker could be unfortunate.
But there is the expense of finding, and training, and coaching a replacement there is uncertainty.
However, a brand new worker can work out. There is the hardship on the remainder of your workers till the position is appointed.
There’s a strong reason, to move away from the job for personal reasons or offered an opportunity too great to pass up. In those cases, even though it is a tough transition, it feels right.
lack of growth
People do not need to assume they are locked into a groove and return to a similar place and do the same thing daily for the following ten years.
People need to feel that they are still moving forward and growing in their professional career.
They need to own one thing to aspire too. If there is no career ladder or structure for advancement, the employee understands they will look for another career, elsewhere.
In the meantime, they are way more likely to be bored, unhappy, and resentful–things that affect performance and the entire team’s morale.
Exhaust with too much work
Some periods of stress and feeling engulfed go along with most jobs. However, nothing burns out great staff quicker than overwork.
Sometimes it is the best employees who are most capable and committed, most trusted and overloaded.
If they realise that taking up additional work, especially in the absence of recognition, promotions and raises, they are likely to feel unappreciated. Moreover, who may blame them? You would feel the same.
There’s nothing more frustrating than a company full of ideas, fantastic dreams but no translation of these aspirations into the strategic goals that make them doable.
While not that agreement, it is all only talk. What talented person needs to spend his or her time and energy in support of one thing undefined?
People prefer to understand that they are working to make one thing, not just spinning wheels.
Profits over people
When a company values its bottom line over its staff, the most efficient team goes elsewhere, leaving behind people who are too mediocre or apathetic to seek a higher position.
The result is a culture of underperformance, low morale, and even disciplinary problems.
Of course, things like profit, output, pleasing stakeholders, and productivity are essential–but success ultimately depends on the those that do the work.
No proper recognition
Even the first selfless people need to be recognised and rewarded for a job well done.
It is a part of who we are as people in general. Once you fail to identify staff well, you are not solely failing to inspire them, however, also missing out on the first practical way to reinforce subtle performance.
Though you do not have the take into account raises or bonuses, there are numerous inexpensive ways in which to produce recognition–and a word of appreciation is free. People will not care if they do not feel noticed.
Lack of reliability truth
Your staff have an advantage of viewing your behaviour and weigh it against your commitments.
If they see you dealing unethically with vendors, lying to stakeholders, cheating clients, or failing to keep your word, the simplest and most high-principled of them can leave.
The rest, even worse, can get behind you and follow your lead.
If you suddenly raise your best worker to report back to somebody else and follow a sequence of hierarchy before reaching you, he/she can feel demotivated.
If you are taking away deciding powers from an individual, it will affect the performance and cause frustration.