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Employee Engagement: 3 reasons employees flee the nest


A TalentQ research report from last year found that 37% of employees responding to their survey were planning to leave their current jobs. Of those looking to flee the nest, 33% said that they were leaving because of the organisation they worked for, 29% because of their role, and 20% as a result of their direct line manager.


These results somewhat subvert the commonly understood idea that people leave managers, not jobs, and raises the question of whether this necessitates a change in approach for organisations looking to retain their talent.


·         The Organisation

An employee’s connection to their organisation – or the lack thereof – will flow from an individual’s motivations and personal values. Somebody driven towards higher and higher success is unlikely to find long-term satisfaction in a company with a ponderous or cautious approach to developing their business. Similarly, somebody with a strong moral core might choose to leave a company that has made the headlines for poor corporate accountability. Regular feedback and coaching sessions can help to demonstrate how employees’ ambitions and values align with your organisation, providing you with ongoing opportunities to remind an employee what it was that attracted them to your organisation in the first place.


·         Their role

People will often lose interest and engagement in their role because it has failed to change and grow as they have. Most employees don’t want to remain entirely static and instead want a job that develops as they gain experience and add new skills. As an employer, it is important to allow room to achieve this growth, and to be flexible in terms of adding responsibilities and new duties to a role. Employees will stay engaged in a job that tests them with new activities, and will approach even old challenges with greater dedication.


·         The manager

TalentQ’s research might have found that the employee-manager relationship is less important than expected for a departing employee, but an organisation still underestimates it at their peril. Investing in skills development for your managers, and encouraging a supportive, coaching culture throughout your organisation is an important step in bolstering employees’ engagement with their line managers.


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