June 19, 2008 — Everyone has had one of "those jobs" that, for whatever reason, you just can't wait to quit. Perhaps you're in that job now. If so, I'm sorry and I feel for you.
When I was in that job (at a previous company that will remain nameless), I was so happy to find a new job that I just couldn't wait to tell my then-boss that I was leaving. My dream was to wrap my resignation letter around a brick and launch it through her office window. But I was too broke to pay for the replacement glass, and didn't want the legal hassles if the brick hit her in the head and accidentally knocked some common decency into her.
I was reminded of that past experience very pointedly when I was reading a recent article from Gallup Management Journal. The piece, "Turning Around Employee Turnover," talks specifically about the reasons why employees leave, and what managers can do to help the situation. The article opens with a story about an average worker, "Anna," who quit her job after 19 years. Her boss was surprised, as Anna had never complained. Why had she never complained? Because her boss was the reason Anna was leaving. How do you tell your boss that he/she stinks at, well, being the boss? Her resignation was countered with an offer of fewer hours or more pay, but in the end Anna still left: "It's still the same toxic atmosphere."
Amen.
The article goes on to discuss how the things that managers and HR departments typically presume are the reasons why employees leave are all wrong. And it discusses how, if you know what to look for, you can lower employee turnover.
I'm currently working on a book project with authors Marc Drizin and Stephen Hundley, Ph.D., on employee engagement. These two guys are co-authors on our 2007 release, Workforce Engagement: Strategies to Attract, Motivate & Retain Talent. In that original book, they look at the data around engagement, and discuss the things that senior management needs to know about workforce engagement.
In their new book, which we're scheduled to launch in August, is directed specifically at the people who are on the frontline dealing directly with employees. They're your managers, supervisors, etc. The new book was an interesting edit for me — it opened my eyes to what type of employee I might be, and it provided some insight into how I might better be able to engage the two wonderful ladies who are on my team.
I just finished that edit about a week ago, so it was interesting to read the Gallup piece and see how the two connect — and support — one another.
And, to address the employee side of you (rather than the total rewards practitioner), what's your story? What's been your worst job experience? How did you handle it? Did you ever launch a brick? (If you did, I might have to dig up a prize for that.)
My worst job experience-I was working for an IT school for 8 years, as an Admissions Recruiter.Not only was I a very loyal employee, I consistently brought in more revenue than anyone else in my department. In January, of my 8th year, I was hospitalized, then remained home, recovering for a total of three weeks. When I returned to work, I asked the School Director if I could make up some of that time, in order to accrue other days, later that year. His reply was,"Heidi,I can't do that. You are not special". Needless to say, I resigned.
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