70% of coal chemical industry workers join because of the company, but leave because of their superiors!

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When asked why they left their job, most people will come up with some trivial reasons to avoid giving a real answer; after all, there is always a story behind every resignation. The real reason for an employee to leave a job is often not that they want to leave that particular job, but rather that they want to get away from their supervisor! Work won’t let anyone down, but some managers are truly disheartening. 01 Excessive fatigue: Nothing increases employee turnover rates more than overworking them. Overusing employees can indeed bring great value, which also traps managers in this vicious cycle. Excessive work causes distress to employees; it seems that their outstanding performance does not bring them rewards, but rather serves as a form of punishment for them. An increasing workload also leads to a decline in work efficiency. Recent research from Stanford University shows. Working more than 50 hours per week leads to a significant drop in productivity, while working over 55 hours makes it impossible to handle anything other than work, resulting in productivity reaching rock bottom. If managers want top talents to take on more work, it is best to promote them. Outstanding employees can handle a greater workload, but they cannot tolerate suffocating intensity. Promotions, salary increases, and changing job titles are all methods that can be used. If the workload is simply increased in a crude manner without any other benefits, another job will soon offer employees everything they deserve. 02 Employees’ efforts and contributions are not recognized or rewarded. We tend to underestimate the impact of simple verbal encouragement, especially for top-performing employees who are capable of motivating themselves. Everyone likes rewards, and managers need to determine with their employees what they need – for some it might be a promotion and a raise, while for others it could be recognition and praise in public. If you can do this, they will work harder. 03 Lack of respect: Over half of employees leave their jobs due to strained relationships with their supervisors. Smart leaders know how to achieve a balance between managerial oversight and humane management of their subordinates’ work. This requires supervisors to recognize employees’ achievements, comfort those working on challenging projects, and boost their motivation. Supervisors who don’t care at all about their employees’ feelings can easily lead to employee turnover. Wishing for employees to work sixteen hours a day, without caring about their feelings and focusing only on output, will only lead to dissatisfaction and turnover among them. A supervisor who does not pay attention to his employees is very displeasing to them. 04 Managers fail to keep their promises; making promises puts managers on the threshold between fulfilling those promises and causing employees to leave. If management makes overly ambitious promises, it appears in the eyes of employees as having an image of reliability and respectability (which are precisely two important qualities of excellent managers). But if previous commitments are broken, the management’s image may become one of people who fail to keep their word. 05 Promoting the wrong people: Hardworking employees also prefer to work with colleagues who share similar values. If management fails to recruit the right people, this can have a negative motivational effect on employees. Promoting the wrong people is even worse. If senior managers delegate their work to a middle manager who only knows how to flatter those in power and oppress others, it is a tremendous insult to dedicated employees. No wonder they resigned. 06 Failing to give employees the opportunity to pursue their career dreams; outstanding employees are passionate. Providing them with the opportunity to pursue their dreams can **improve their work efficiency and job satisfaction.** However, many managers only want employees to be responsible for very specific tasks, as they are concerned that taking on too many responsibilities will reduce work efficiency. In fact, there is no evidence for this. Studies show that those who have the opportunity to pursue their career dreams and are given more freedom are five times more efficient than those who work in a rigidly structured manner. 07 Managers fail to develop employees’ professional skills. When asked about their neglect of employees, managers often justify themselves by saying they trust them and give them ample autonomy, etc. This actually makes no sense. Excellent managers will try to manage their employees, even if those employees are super geniuses; they continuously seek out the employees’ feedback and provide responses. Management has only a beginning, no end. When excellent managers identify employees with distinctive capabilities, they have full authority to decide whether to explore new areas for developing those employees’ various skills. The best employees desire feedback, and it is the responsibility of managers to make this a reality. Otherwise, they will feel bored or lack motivation. 08 Employees’ creativity has no outlet; excellent employees are constantly striving to improve themselves. If they are content to simply stick with the status quo and overuse their talents, it will make them despise this job. Confining employees’ innate desire to enhance their knowledge within narrow boundaries not only restricts them but also hinders managers from carrying out their work more effectively. 09 Underutilizing Talent: Good supervisors give employees the opportunity to challenge themselves by assigning tasks that seem impossible to complete, as ambitious goals and increasing performance pressures drive employees to step out of their comfort zones in pursuit of greater achievements. Good managers will do their utmost to help them achieve their goals. And when employees feel that their current job is too simple and boring, they look for more challenging work. To retain talent, it is necessary to carefully consider how to treat them, as good employees possess sufficient skills and thus have better options available to them; therefore, managers need to find ways to encourage them to stay. When a person works for a company, it’s true that, in plain terms, it’s about \"doing work in exchange for money,\" but who doesn’t have other needs as well? It may be dignity, it may be ideals, or it may be the atmosphere – these are all factors that determine how long an employee can stay at the company. Although people these days like to talk about the spirit of contract, the relationship between a company and its employees is essentially one based on mutual selection. When the various opportunities for growth and promotion promised by the company at the time of employment are cut off, and when managers become increasingly unreasonable, \"leaving the job\" becomes the only option left.