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PREFACE xi

ACKNOWLEDGMENTS xiii

Chapter One

WHY CARE ABOUTWHY THEY LEAVE? 1

Managers Will Not Hear What Workers Will Not Speak 2

Turnover: Just a ‘‘Cost of Doing Business?’’ 5

When the Tide Turns, Mindsets Must Change 7

What About HR’s Role in Exit Interviewing? 8

Chapter Two

HOW THEY DISENGAGE ANDQUIT 11

The Disengagement Process 11

The Deliberation Process 15

Chapter Three

WHY THEY LEAVE:WHAT THE RESEARCH REVEALS 17

Why Employees Say They Leave 20

What Caused Their Initial Dissatisfaction? 24

A Few Words About Pay 24

Respecting the Differences 26

Who Has the Power to Meet These Needs? 27

The Next Seven Chapters: Hidden Reasons and Practical Actions 28

Chapter Four

REASON _1: THE JOB ORWORKPLACEWAS NOT AS EXPECTED 31

Hidden Mutual Expectations: The Psychological Contract 34

How to Recognize the Warning Signs of Unmet Expectations 37

Obstacles to Meeting Mutual Expectations 38

Engagement Practices for Matching Mutual Expectations 39

How Prospective Employees Can Do Their Part 44

The Beginning or Ending of Trust 45

Employer-of-Choice Engagement Practices Review and

Checklist 45

Chapter Five

REASON _2: THEMISMATCH BETWEEN JOB AND PERSON 47

What’s Missing: A Passion for Matching 49

Common Misconceptions and Truths About Talent 50

Recognizing the Signs of Job-Person Mismatch 52

Obstacles to Preventing and Correcting Job-Person Mismatch 53

Best-Fit Selection Practices 54

Best Practices for Engaging and Re-Engaging Through Job Task

Assignment 62

The Employee’s Role in the Matching Process 67

Employer-of-Choice Engagement Practices Review and

Checklist 68

Chapter Six

REASON _3: TOO LITTLE COACHING AND FEEDBACK 70

Why Coaching and Feedback Are Important to Engagement and

Retention 72

Why Don’t Managers Provide Coaching and Feedback? 73

Recognizing the Signs 75

More Than an Event: It’s About the Relationship 75

Engagement Practices for Coaching and Giving Feedback 77

A Five-Step Coaching Process 82

What the Employee Can Do to Get More Feedback and

Coaching 89

Employer-of-Choice Engagement Practices Review and

Checklist 90

Chapter Seven

REASON _4: TOO FEW GROWTH AND ADVANCEMENT

OPPORTUNITIES 93

What They Are Really Saying 95

Employers of Choice Start by Understanding the New Career

Realities 97

Recognizing the Signs of Blocked Growth and Career

Frustration 99

Best Practices for Creating Growth and Advancement

Opportunities 100

What Employees Can Do to Create Their Own Growth and

Advancement Opportunities 114

Employer-of-Choice Engagement Practices Review and

Checklist 115

Chapter Eight

REASON _5: FEELING DEVALUED AND UNRECOGNIZED 118

Why Managers Are Reluctant to Recognize 122

Recognizing the Signs That Employees Feel Devalued and

Unrecognized 123

Pay: The Most Emotional Issue of All 124

Pay Practices That Engage and Retain 125

Three Types of Variable Pay 129

The Total Rewards Approach to Scarce Talent 132

Nonpay Best Practices for Valuing and Recognizing People 133

Focus on the People, Not Just the Numbers 136

What Employees Can Do to Be More Valued and Better

Recognized 144

Employer-of-Choice Engagement Practice Review and

Checklist 145

Chapter Nine

REASON _6: STRESS FROMOVERWORK ANDWORK-LIFE

IMBALANCE 147

How Big a Problem Is Stress? 150

Causes of Increased Stress 151

Signs that Your Workers May Be Stressed-Out or Overworked 151

Healthy vs. Toxic Cultures 152

More Than Just the Right Thing to Do 154

The Best Places in America to Work 156

It’s Not Just the ‘‘Big Boys’’ You’re Competing With 158

A Big Menu of Benefits and Services 160

What the Employee Can Do to Relieve Stress and Overwork 175

Employer-of-Choice Engagement Practices Review and

Checklist 176

Chapter Ten

REASON _7: LOSS OF TRUST AND CONFIDENCE IN SENIOR

LEADERS 179

A Crisis of Trust and Confidence 182

Reading the Signs of Distrust and Doubt 183

The Three Questions Employees Need Answered 183

Criteria for Evaluating Whether to Trust and Have Confidence 184

What the Employee Can Do to Build Reciprocal Trust and

Confidence 193

Employer-of-Choice Engagement Practices Review and

Checklist 194

Chapter 11

PLANNING TO BECOME AN EMPLOYER OF CHOICE 196

Talent Engagement Strategies in Action 198

What Do We Learn from These Success Stories? 205

Linking Talent and Business Objectives 205

Linking the Right Measures to Business Results 206

Creating an Employer-of-Choice Scorecard 207

The Plan Works . . . If You Work the Plan 211

Partners in Working the Plan 211

Appendix A

SUMMARY CHECKLIST OF EMPLOYER-OF-CHOICE ENGAGEMENT

PRACTICES 215

Appendix B

GUIDELINES AND CONSIDERATIONS FOR EXIT INTERVIEWING/

SURVEYING AND TURNOVER ANALYSIS 218

BIBLIOGRAPHY 225

INDEX 231