Business Management

9 Things That Make Good Employees Quit

Food for thought for managers experiencing high turnover. Sometimes, all it takes is to look in the mirror to realize where their issues are coming from.

Scott Gunderson

Article By Dr. Travis Bradberry

It’s pretty incredible how often you hear managers complaining about their best employees leaving, and they really do have something to complain about—few things are as costly and disruptive as good people walking out the door.

Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don’t leave jobs; they leave managers.

The sad thing is that this can easily be avoided. All that’s required is a new perspective and some extra effort on the manager’s part.

First, we need to understand the nine worst things that managers do that send good people packing.

1. They Overwork People

Nothing burns good employees out quite like overworking them. It’s so tempting to work your best people hard that managers frequently fall into this trap. Overworking good employees is perplexing; it makes them feel as if they’re being punished for great performance. Overworking employees is also counterproductive. New research from Stanford shows that productivity per hour declines sharply when the workweek exceeds 50 hours, and productivity drops off so much after 55 hours that you don’t get anything out of working more.

If you must increase how much work your talented employees are doing, you’d better increase their status as well. Talented employees will take on a bigger workload, but they won’t stay if their job suffocates them in the process. Raises, promotions, and title-changes are all acceptable ways to increase workload. If you simply increase workload because people are talented, without changing a thing, they will seek another job that gives them what they deserve.

2. They Don’t Recognize Contributions and Reward Good Work

It’s easy to underestimate the power of a pat on the back, especially with top performers who are intrinsically motivated. Everyone likes kudos, none more so than those who work hard and give their all. Managers need to communicate with their people to find out what makes them feel good (for some, it’s a raise; for others, it’s public recognition) and then to reward them for a job well done. With top performers, this will happen often if you’re doing it right.

3. They Don’t Care about Their Employees

More than half of people who leave their jobs do so because of their relationship with their boss. Smart companies make certain their managers know how to balance being professional with being human. These are the bosses who celebrate an employee’s success, empathize with those going through hard times, and challenge people, even when it hurts. Bosses who fail to really care will always have high turnover rates. It’s impossible to work for someone eight-plus hours a day when they aren’t personally involved and don’t care about anything other than your production yield.

4. They Don’t Honor Their Commitments

Making promises to people places you on the fine line that lies between making them very happy and watching them walk out the door. When you uphold a commitment, you grow in the eyes of your employees because you prove yourself to be trustworthy and honorable (two very important qualities in a boss). But when you disregard your commitment, you come across as slimy, uncaring, and disrespectful. After all, if the boss doesn’t honor his or her commitments, why should everyone else?

5. They Hire and Promote the Wrong People

Good, hard-working employees want to work with like-minded professionals. When managers don’t do the hard work of hiring good people, it’s a major demotivator for those stuck working alongside them. Promoting the wrong people is even worse. When you work your tail off only to get passed over for a promotion that’s given to someone who glad-handed their way to the top, it’s a massive insult. No wonder it makes good people leave.

6. They Don’t Let People Pursue Their Passions

Talented employees are passionate. Providing opportunities for them to pursue their passions improves their productivity and job satisfaction. But many managers want people to work within a little box. These managers fear that productivity will decline if they let people expand their focus and pursue their passions. This fear is unfounded. Studies show that people who are able to pursue their passions at work experience flow, a euphoric state of mind that is five times more productive than the norm.

7. They Fail to Develop People’s Skills

When managers are asked about their inattention to employees, they try to excuse themselves, using words such as “trust,” “autonomy,” and “empowerment.” This is complete nonsense. Good managers manage, no matter how talented the employee. They pay attention and are constantly listening and giving feedback.

Management may have a beginning, but it certainly has no end. When you have a talented employee, it’s up to you to keep finding areas in which they can improve to expand their skill set. The most talented employees want feedback—more so than the less talented ones—and it’s your job to keep it coming. If you don’t, your best people will grow bored and complacent.

8. They Fail to Engage Their Creativity

The most talented employees seek to improve everything they touch. If you take away their ability to change and improve things because you’re only comfortable with the status quo, this makes them hate their jobs. Caging up this innate desire to create not only limits them, it limits you.

9. They Fail to Challenge People Intellectually

Great bosses challenge their employees to accomplish things that seem inconceivable at first. Instead of setting mundane, incremental goals, they set lofty goals that push people out of their comfort zones. Then, good managers do everything in their power to help them succeed. When talented and intelligent people find themselves doing things that are too easy or boring, they seek other jobs that will challenge their intellects.

Bringing It All Together

If you want your best people to stay, you need to think carefully about how you treat them. While good employees are as tough as nails, their talent gives them an abundance of options. You need to make them want to work for you.

The inspiration for this article came from a piece authored by Mike Myatt.

The Paradox between Education and Experience

Many of us make New Year’s resolutions to lose weight, exercise more, and even go back to school to finish a degree we started! This article will focus on how you can put your experience to work and accomplish at least one of your New Year’s resolutions!

As baby boomers, we expected careers to last a life time, just like our parents. But wait, something has happened in the workforce. We are now in the 21st century and a lot has changed. No longer does our work experience mean we have “earned” a lifelong career. Jobs have changed, thus requiring more knowledge, skills and abilities to keep pace with technology and business competition.
In the past, loyalty to the employees meant loyalty to the company. Today, loyalty is a limited resource. Companies today desire a highly educated workforce to meet the challenges and have a workforce that can adapt to change. These are areas that baby boomers and even generation X’ers are not accustomed. Experience from the past may not prepare you for these challenges.
“Talent management” has entered the human resource vernacular. Companies are in competition for talent and it is up to human resources to recruit the talent to meet the organizations strategies. As the labor market continues to shrink (due to the baby boomers retiring) companies have a conundrum. Companies need to replace the experience walking out the door with educated individuals; but there are finite candidates.

I have seen countless baby boomers (born from 1946-1964) and generation X’ers (born 1965-1981) seek information about the college’s business programs. There are generally three reasons why they come: (1) They cannot move ahead in the organization without an education, (2) They have been laid off because they did not have the requisite skills to maintain employment, and (3) They are in an organization that they wish to leave, and they realize that their experience alone won’t land them a job.
Baby boomers and gen X’ers who do not have a formal education or degree should not despair, however. There are options available to take advantage of their experience. One option is to research if there are industry credentials available, such as ones in human resources (PHR/SPHR and SHRM-SCP), quality (ASQ), project management (PMP), and management (CM), to name a few. Each of these have prerequisites to be eligible to take the certification exams. If you don’t meet those prerequisites, there are a few things you can do. You can look for short-term training, (check out www.dctc.edu/continuing education) take a course or two, and/or ask your current employer for the opportunity to work in an area that will help you meet the prerequisites. Some development opportunities do not require prerequisites. As an example, the Institute of Certified Professional Managers (icpm.biz) offers the Foundations of Management (or FoM) certificate program for employees interested in transitioning to a management or supervisory role.
Another option is to explore Prior Learning Assessment (PLA) or credit for prior learning. PLA allows you to earn college credit for learning acquired from work or volunteer experience, professional training, military training, or open source web learning (see www.cael.org). This means that you don’t have to start at zero! DCTC offers PLA and has a substantial support network to help adult learners adjust to returning to college after many years. PLA can shorten the amount of time it takes to complete a degree, reduce tuition costs, and minimize the impact of college on the learner’s life (i.e. work/life balance). We also offer accelerated courses in many business programs that reduce class time from the usual full semester terms.

Even if you are in a job that feels secure because the company has taken care of you in the past, it is up to you to look out for your best interest. Don’t wait to encounter an uncomfortable employment situation. Your experience does mean something. Follow through on your New Year’s resolution and go put your experience to work. Graduation can be in your future!

Grad

For More Information Contact:
Scott Gunderson at scott.gunderson@dctc.edu or 651-423-8295.

The Power of Learning together….

Learning is not an unidirectional endeavor. Instead, learning should be an enjoyable and multidimensional process where we can all learn from each other. Indeed, learning is more powerful and more meaningful, when we construct our knowledge together.

Recently, students at our Project Management class experienced the power of learning together while working on a class project and leveraging tools like the Work Breakdown Structure, the Activity List, Network Diagrams, Gantt charts, top-down and bottom-up budget estimating, Responsibility Assignment Matrix and many others. To strangers of project management, these tools might sound foreign; however, our students learned how to apply them by constructing knowledge through their specific business case context, developing critical thinking skills and putting their creative thinking to work. By teaching each other, they practice what good leading and managing should look like embracing a win-win collaborative approach to learning.

It is great to see our students finding the joy of learning, while they realize the tangible results of hard work through teamwork. Students are many times surprised by the number of pages of data generated in a short span of six weeks. This happens because they are able to fulfill weekly objectives and milestones without paying attention to the number of words or pages written. This humanistic and organic way of learning together sets a more productive and positive classroom environment, where the ultimate goal is to leverage constructive social interactions, moving in the direction of a behavioral transformation to meet the challenges of complexity.

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Building authentic relationships for success…

The fall semester is almost over, and we are all running around trying to conclude final assignments and presentations. We have gone through different kinds of teaching and learning experiences in the physical or virtual classroom, where some were traditional and others very different. Coming from a teaching perspective, it is always interesting to see diverse dynamics in teaching and learning processes, and it is intriguing and exiting to see how these events can take students in non-linear pathways for transformation. Yes, the end-goal is to change and to become the professional we want to be and the professional that employers are looking to hire and to promote.

But also, we are growing personally by enhancing our network of relationships, and these relationships are critical in moving forward in this transformation process. Last night, the final presentations in the multicultural mentoring course were extraordinarily moving, and believe it or not, no one PowerPoint slide was shown. The members of this learning community spoke from their hearts about their mentoring process, and it was clear they were accountable to the fundamental values of commitment, taking action and learning.

One of the main commonalities, in these experiences, was authenticity. The successful experiences were all committed to building trusting mentoring relationships, where mutual accountability was the key ingredient for success. They took action to maintain an ongoing mentoring process toward self-discovery and personal improvement, and they were able to learn not only from their mentors but also from their classmates and from new informal mentoring relationships.

It was amazing to see how successful mentoring relationships were able to multiply their authentic experiences with others and how they were able to open new doors to uncover new and exciting opportunities to get closer to their ultimate dream or to redefine it. Let’s continue working together to attain our professional goals by being accountable to our lifelong learning. I am thankful to be a witness of personal empowerment and the authentic desired to learn.

I just wish we would have 100% success in our students’ academic endeavors, but it all depends on your level of commitment to effectively manage your lifelong learning process. Let’s come back with stronger than ever commitment to academic success in 2015.

Happy Holidays and Happy New Year 2015!

Harold Torrence

mentoring

Learning how to learn while living in a world of hyper technological distractions…

Learn

In today’s knowledge society, lifelong learning is a critical element of success. Even though we presently have an overwhelming opportunity to access information through the World Wide Web, we may not be effectively tapping this tremendous knowledge wealth.

We also have many more distractions surrounding us everywhere with smart phones, social media, video games, movies, TV shows, etc. Many times, all these distractions get also on our way of learning, and even when we are in the physical classroom, we are distracted often by technology. Don’t get me wrong, I appreciate having my smart phone which is my music player, my camera, my library, my telephone, my social device, my everything; and I also confess that I frequently fall into the trap of these hyper technological distractions.

In order for us to effectively “learn how to learn” in this age, we need to make a conscious effort to set priorities. For example, you could simply start writing your to-do-list with the old-fashion pen and paper, and so this could help you to to be more mindful about what really needs to be done. Indeed, mindfulness is what most of us need to effectively move our lifelong learning forward.

So let me ask you, are you learning what you are suppose to be learning? Do you feel you are moving in the right direction? Do you feel smarter than a fifth grader? Do you feel overwhelm with beeping sounds coming from your amazingly smart phone? Are you smarter than your phone? Are you paying attention in class? Are you submitting your work on time? Are you really distracted by technology?

We need to reflect more and more on how can we really learn how to learn in the midst of so many distractions. Let’s take time to think, to reflect on how you face these distractions, and to change bad habits by focusing on what really matters. If you don’t mind, please share with me how you handle technological distractions by sending me an email to harold.torrence@dctc.edu.   bulb1

Academic advising is critical to the successful completion of your Business program…

Advising is not just about randomly picking classes and completing your registration, and instead it should be an opportunity to have quality time with your advisor to go over your academic progress, academic challenges and graduation timeline. You can also talk about the status of your education for employment.

Please avoid advising procrastination; I often see students waiting until the end of the semester to request their access codes for registration. This is not very productive for you and for your advisor because, at this time, some classes would be already full. At this point, your options might be limited, and so picking classes, under these conditions, can be a very difficult and frustrating experience.

Let’s set up an appointment with your advisor as soon as possible to talk about your academic progress and challenges by taking a quick look at your Degree Audit Report Status (DARS) available at DCTC’S e-services intranet site. If you have this honest conversation with your advisor early on, many times you will be able to identify opportunities for improvement, which can enhance your chances to successfully attain your academic goals and to ultimately complete your degree. We want to see you all with your cap and gown at our commencement ceremonies.

Finally, education for employment is the goal and mission, so feel free to talk to your advisor about your career development process and goals. In order for you to get the job of your dreams, you need to work at it and talk about it. We are all going through a process of self-discovery in our endeavor to gain the knowledge, skills, abilities and experience required for that job you are looking for. You and your advisor can have this very productive conversation to make sure you are doing the right things and taking the right steps to improve the probability to get there.

Don’t wait too long to contact your academic advisor to register for spring 2015. Scott Gunderson and Harold Torrence are both academic advisors for Business Management AAS, Business Administration AS, Management for Technical Professionals AAS and the Multicultural Management programs.  For Financial Aid and Academic advising, please contact Susan Kingsbury. Do not hesitate to contact us for our advising time availability.

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DCTC named one of the best online colleges for online Human Resource Programs

Dakota County Technical College was named as one of the best online HR programs in the country. You can read more at http://lnkd.in/7HRjkv. The HR program is a 17 credit certificate program which is available fully online. You can complete the certificate in as little as two semesters. The certificate entails both strategic and operational level functions expected of a human resource department. Courses include Human Resource Management, Business Law and Ethics, Training and Developing Employees, Managing Performance and Safety and Compliance Management. The program philosophy is to re-invent what human resources is all about using traditional, and not so traditional methods. HR has a neutral to negative reputation, and our program is meant to put the “human” in human resources. The program webpage is at http://www.dctc.edu/academics/programs-majors/business-management/supervisory-management/human-resource-development-certificate/. Please contact Scott Gunderson for more information at 651-423-8295 or scott.gunderson@dctc.edu.

Congratulations to la Loma Tamales and Los Garcia…

http://www.kare11.com/news/article/922041/396/MN-Hispanic-population-shot-up-75-in-decade

Seek a Mentor…and improve your personal and professional life

By Harold Torrence, Supervisory Management Instructor

Dakota County Technical College

Today’s workplace environment is increasingly complex and challenging for individuals who are trying to move up the career ladder, or simply trying to get a job. As we struggle to balance our personal lives and work, we can suddenly find ourselves feeling lonely in a jungle of unorganized thoughts and ideas.

When you are unclear and uncertain, finding the right path to the next level up can be very difficult. Because of our individualized human natures, we tend to keep our feelings and desires to ourselves. This reality can hinder our chances to identify and embrace new and better opportunities.

In a way, what we have is a choice between viewing the world with tunnel vision, or making a change so that we see things from a 360° perspective.

To gain a 360° outlook on your world, you will need support from people who can listen to you and provide honest, insightful feedback and ideas. What you need is a mentor. Look around and chances are you will discover that one or more of your friends, coworkers, family members, teachers and/or professional acquaintances fit the description.

Once you encounter a good potential match, don’t be afraid to ask that person to be your mentor. Formal and even informal mentoring can be indispensable in helping you reach  your personal and professional goals.

Students in Dakota County Technical College’s Multicultural Leadership program build mentoring relationships with individuals who are professionally and academically successful. Having established mentors gives them a solid understanding of what it takes to reach higher levels of performance both personally and professionally.

Jason Kelvie, a member of our multicultural leadership learning community, works for the city of Burnsville. Jason found that his mentor was extremely helpful in allowing him to understand his workplace relationships and improve his communication skills so that he could forge stronger bonds with his coworkers and managers.

“While this mentoring experience was happening, I was able to transition to a new and better career opportunity,” Jason explained. “My mentor’s examples helped me adapt my communication style with my new supervisor. My mentor also helped me see challenges and opportunities from a more positive outlook. As a result, I was able to establish a new friendship and expand my network of connections and resources.”

A trusting and well-structured mentoring relationship can help you uncover and reinforce your strengths, which will give you the power to reach your human capacity and potential. Something special and different happens when a mentor takes the time to listen attentively to your concerns, challenges and opportunities. This exercise alone can make you reframe your way of thinking. For example, you will almost certainly start replacing the word “problem” with “opportunity.”

When setting goals, we sometimes find it difficult to visualize a clear mental picture. However, when you start chatting and interacting with your mentor, all of a sudden you are able to understand yourself better and see new options and alternatives to get where you want to be.

Your priorities will dictate the kind of mentor you’ll need. You can seek a mentor for career enhancement or one that will focus on your personal development. What’s important to know is that you don’t need a sophisticated mentoring program to have a mentor.

Seeking someone who cares about your success and has a sincere interest in your future development is a personal decision with a tremendous professional impact. It’s never too late to change—so go ahead and start your lifelong mentoring journey.

What Happened to Loyalty?

Inspiring allegiance and dedication in your workforce

 by Scott Gunderson, Business & Management Department Chair

Dakota County Technical College

 As you know, Brett Favre finally decided to retire from the Minnesota Vikings—much to the chagrin of Green Bay Packer fans, me included. Some of us  remember Brett signing with the team in the 90s and how he said—and I quote, “I will retire as a Green Bay Packer.”

 I recall saying to myself, “Now that’s loyalty!”  We are in an age of free agents and transitional workforces, but you can still ask yourself why Brett apparently stabbed Packer fans in the back? It’s simple: He was loyal to himself and his own goals—not because of the money, but because he had a passion for football.

 Looking closer, we can wonder if Brett was the one who turned his back on Packer fans, or was Packer leadership simply peering into the future without seeing No. 4 anywhere on the horizon?

 Here’s my point. Many employers inadvertently cultivate disloyalty and disengagement in their employees, fueling bad attitudes and poor performance. This negative approach often drives good employees—the star performers and rainmakers—to leave the company because they don’t see a management structure that understands that contributing to employee success naturally promotes organizational success. In other words, you have to give a little to get a little.

 In my previous life as an operations manager, I had a good many supervisors. I remember one day when one of those supervisors refused to give an employee the day off because no one else was available to fill the shift. The employee came to me and complained about what he saw as a raw deal.

 After researching the situation, I found that the employee worked more voluntary overtime than anyone else in the company. This employee was consistently stepping up for the company and coming through in the clutch.  So how did we reward him? We denied him the day off.

 If I stood by and did nothing, I felt that the employee might just call in “sick,” leaving us in a worse predicament than if we had granted the day off in the first place. I also thought that the employee would most likely discontinue volunteering for overtime in the future. 

I’m guessing that you have encountered similar situations. The good news in this story is that the employee got the day off after all, and our supervisory staff learned a valuable lesson—you have to give a little to get a little.

 Too often, especially in a harsh economy, we can take the easy route and only look out for ourselves. This downturn will eventually turn around, but if we undervalue our employees and fail to show them the loyalty they deserve, we will find that it’s very difficult to turn them around. 

 One learning point the downturn has brought to light is that we have become a spoiled society. We constantly think, ME! ME! ME!—quite often at the expense of other people. The anniversary of the September 11 terrorist attacks just passed, causing me to remember how we came together as a country. For some companies, the current hard times are taking a terrible toll. Are we coming together as we did in the aftermath of 9/11, or are we just looking out for ourselves?

 I’m not advocating that a company go bankrupt because its leadership won’t make the tough decisions needed to ensure the organization’s survival. I am saying that we have more ways to weather this storm than just coming down hard on our employees, which could ultimately capsize a company just as effectively as a poor economy. 

 How can you tell if you have a culture of loyalty in your business? Watch what happens when your ship, i.e., your company, starts taking on water. Are your employees bailing out on the next available lifeboat, or are they busy bailing water to keep your ship afloat?

 At DCTC, we are seeing workers with 20 and 30 years of experience who are jobless even though their companies are still in existence. I am a proponent of the idea that seniority does not guarantee a job, results do. Having said that, what motivates a company to let good, experienced employees go? Some would say that those workers cost the most to keep on, but I contend that such an approach is shortsighted.

 Folks who stay with an organization for 20 and 30 years are the Baby Boomers who believe strongly in loyalty. They gave their best effort as a rule and took on extra shifts to help when needed. If we let them go and the economy rebounds as it surely will, how will we replace that lost knowledge, experience and loyalty? 

 What follow are some recommendations that employers should consider:

  1. Trust your employees first—and they will trust you. If you think providing tuition reimbursement will prompt an employee to leave for another job, what does that say about your approach to loyalty?
  2. Involve your employees in decisions that may affect staffing decisions. I have talked with many dislocated people who said they would have worked for short periods without pay to save their jobs.
  3. Meet your employees halfway. Remember that even though they work for you, your employees want to know their company is working to protect them. Where would any business be without loyal employees? More to the point, where do businesses end up that are not loyal to their employees?
  4. When an employee makes an honest mistake, even a costly mistake, ask yourself if you contributed to the mistake by not providing proper training or support.
  5.  Challenge employees and keep them engaged. Let them know the truth about the challenges the company is going through.  You may be surprised that they may have the ideas you are looking for.

 I have always trusted first and take people at their word. It’s up to them to cause me to think otherwise. Of course, I have been burned on more than one occasion, and maybe Brett Favre is a good example. But I’m thinking that I might just have the last laugh, because selfishness has no part in my life, any company or on the field—or, in my case now, in the classroom.

 Maybe I’m old school, or cut from a different mold. I do know that I’m an idealist. I believe that selfless behavior breeds selfless behavior. Selfish behavior breeds selfish behavior.

 If you would like to challenge my views, or would like answers to questions about the DCTC Business, Management for Technical Professionals and Supervisory Management or Individualized Studies programs, please contact me at scott.gunderson@dctc.edu.  

If you have a subject that you would us to write about please contact us!