Thursday, April 4, 2013

Employees leave managers, not companies

Today I found out one of my good friends left their position at a well-known technology company that many people would “kill” to work for. I asked him why he left, expecting an answer like “I needed more of a challenge”, or “I outgrew the position and there was nowhere for me to grow”, but instead he said “I couldn’t work with my boss”.

As he said this I thought about all the people leaving their positions because they simply couldn’t work with their manager. The work was stimulating, the team was great but their manager was unbearable to work with. In these situations, what seems to happen is companies lose good employees on a regular basis and all the managers sit around a conference table trying to address employee attrition, developing strategies for employee retention.

Employee retention is a real problem that all managers face. The key to being able to keep the good employees is not so much the salary you offer them or even the actual work, it is more about how you manage them and how they feel working under you as their manager. Do they feel valued within your team? Do you provide them with timely feedback? Do they feel your support as a manager leading their team or company?

Abraham Maslow was an American psychologist who was best known for creating Maslow’s hierarchy of needs which can be seen below.

Source: Diana Vanbrabant

As a manager we are able to affect three levels of needs within this hierarchy – safety, love & belonging and esteem. These 3 levels represents different elements within the workplace. The first level - safety refers to job security, career progression as well as health benefits and perhaps even gym membership. How do your employees feel about their job? Are they constantly afraid of cuts due to the recession? Do they know that as a manager you care about their wellbeing as well as their work?

The next level is love and belonging. People want to feel as if they are making a difference and are part of something bigger. As a manager how you approach giving out tasks, mentoring employees and interacting with them show how much you value their work. It is your duty as a manager to show employees how their work is making a difference and is part of a much larger plan. The worst thing for an employee is for them to think they are just another cog in a machine.

The last level is esteem. This refers to confidence and respect. It is important to manage your staff in terms of how they feel towards the work and to their peers and managers. Respect within the workplace is extremely important and can be the difference between keeping a good employee or losing them. Training and development when necessary is a good way to boost confidence and equip staff with the right skills. Investing in your staff to help them upskill benefits both the company and the employees. Zig Ziglar once said that there was only one thing worse than training (or growing) your staff and having them leave, and that is not training or developing them and having them stay.

A Florida State University (FSU) professor and two of his doctoral students have conducted a study which highlights the impacts of an abusive or poor manager/boss. They surveyed over 700 people who work in a variety of jobs and asked for their opinions of supervisor treatment on the job.

The study revealed these results:

39%: Their supervisor failed to keep promises
37%: Their supervisor failed to give credit when due
31%: Their supervisor gave them the “silent treatment” in the past year.
27%: Their supervisor made negative comments about them to other employees or managers.
24%: Their supervisor invaded their privacy.
23%: Their supervisor blames others to cover up mistakes or minimize embarrassment

Source: Florida State University

These points act as a good checklist to see how you are managing your staff because at the end of the day employees leave managers and bosses, not companies!