The main reason employees left their job is –

โ€œ๐™€๐™ข๐™ฅ๐™ก๐™ค๐™ฎ๐™š๐™š๐™จ ๐™ฌ๐™๐™ค ๐™›๐™š๐™š๐™ก ๐™ง๐™š๐™จ๐™ฅ๐™š๐™˜๐™ฉ๐™š๐™™ ๐™ฅ๐™š๐™ง๐™›๐™ค๐™ง๐™ข ๐™—๐™š๐™ฉ๐™ฉ๐™š๐™ง ๐™–๐™ฃ๐™™ ๐™ง๐™š๐™ฅ๐™ค๐™ง๐™ฉ ๐™œ๐™ง๐™š๐™–๐™ฉ๐™š๐™ง ๐™ฌ๐™š๐™ก๐™ก-๐™—๐™š๐™ž๐™ฃ๐™œ, ๐™ฌ๐™๐™ž๐™ก๐™š ๐™ฉ๐™๐™ค๐™จ๐™š ๐™ฌ๐™๐™ค ๐™™๐™ค๐™ฃโ€™๐™ฉ ๐™›๐™š๐™š๐™ก ๐™ง๐™š๐™จ๐™ฅ๐™š๐™˜๐™ฉ๐™š๐™™ ๐™–๐™ง๐™š ๐™ข๐™ค๐™ง๐™š ๐™ก๐™ž๐™ ๐™š๐™ก๐™ฎ ๐™ฉ๐™ค ๐™™๐™ž๐™จ๐™ก๐™ž๐™ ๐™š ๐™ฉ๐™๐™š๐™ž๐™ง ๐™Ÿ๐™ค๐™—๐™จ ๐™–๐™ฃ๐™™ ๐™ช๐™ก๐™ฉ๐™ž๐™ข๐™–๐™ฉ๐™š๐™ก๐™ฎ ๐™ฆ๐™ช๐™ž๐™ฉ.โ€

Research reports from Pew Research Center, McKinsey & Company, and MIT Sloan Management determined that ๐˜ฅ๐˜ช๐˜ด๐˜ณ๐˜ฆ๐˜ด๐˜ฑ๐˜ฆ๐˜ค๐˜ต ๐˜ธ๐˜ข๐˜ด ๐˜ข ๐˜ฎ๐˜ข๐˜ซ๐˜ฐ๐˜ณ ๐˜ณ๐˜ฆ๐˜ข๐˜ด๐˜ฐ๐˜ฏ ๐˜ง๐˜ฐ๐˜ณ ๐˜ญ๐˜ฆ๐˜ข๐˜ท๐˜ช๐˜ฏ๐˜จ ๐˜ข ๐˜ซ๐˜ฐ๐˜ฃ ๐˜ช๐˜ฏ ๐˜ต๐˜ฉ๐˜ฆ ๐˜ฑ๐˜ข๐˜ด๐˜ต ๐˜ต๐˜ธ๐˜ฐ ๐˜บ๐˜ฆ๐˜ข๐˜ณ๐˜ด.

Dr. Kristie Rogers, a researcher and professor of management at Marquette School of Business  says that there are two forms of respect, and both are important to employeesโ€™ sense of being valued and recognized.

๐™Š๐™ฌ๐™š๐™™ ๐™ง๐™š๐™จ๐™ฅ๐™š๐™˜๐™ฉ is given equally to all members of a company, regardless of level or hierarchy, as a sign of dignity and civility. Each individual that contributes to the organization is inherently valuable.

๐™€๐™–๐™ง๐™ฃ๐™š๐™™ ๐™ง๐™š๐™จ๐™ฅ๐™š๐™˜๐™ฉ acknowledges employees who have exceeded performance expectations. It recognizes individual talents, efforts, and strengths, that provide contributions beyond the ordinary for organizational success.

In new working contexts of hybrid and fully remote work, employees have less ways to communicate if they perceive they are, or how they would like to be, respected and appreciated.

Qualitative research conducted by Dr. Rogers and Beth Schinoff, a professor of management and organization at Boston College Carroll School of Management discovered four types of behaviors most meaningful to managers and employees.  

They recommend four concrete actions for managers to show respect differently in the future of work:

๐Ÿญ.   ๐—จ๐˜€๐—ถ๐—ป๐—ด ๐˜๐—ถ๐—บ๐—ฒ ๐˜๐—ผ ๐˜€๐—ต๐—ผ๐˜„ ๐—ฟ๐—ฒ๐˜€๐—ฝ๐—ฒ๐—ฐ๐˜

๐Ÿฎ.   ๐—จ๐˜€๐—ถ๐—ป๐—ด ๐˜ƒ๐—ฎ๐—น๐—ถ๐—ฑ๐—ฎ๐˜๐—ถ๐—ผ๐—ป ๐˜๐—ผ ๐˜€๐—ต๐—ผ๐˜„ ๐—ฟ๐—ฒ๐˜€๐—ฝ๐—ฒ๐—ฐ๐˜

๐Ÿฏ.   ๐—จ๐˜€๐—ถ๐—ป๐—ด ๐˜๐—ฎ๐—ป๐—ด๐—ถ๐—ฏ๐—ถ๐—น๐—ถ๐˜๐˜† ๐˜๐—ผ ๐˜€๐—ต๐—ผ๐˜„ ๐—ฟ๐—ฒ๐˜€๐—ฝ๐—ฒ๐—ฐ๐˜

๐Ÿฐ.   ๐—จ๐˜€๐—ถ๐—ป๐—ด ๐˜ƒ๐—ถ๐˜€๐—ถ๐—ฏ๐—ถ๐—น๐—ถ๐˜๐˜† ๐˜๐—ผ ๐˜€๐—ต๐—ผ๐˜„ ๐—ฟ๐—ฒ๐˜€๐—ฝ๐—ฒ๐—ฐ๐˜

As employees seek more virtual work and teams are geographically distant, new ways of showing signals and cues of respect require creativity and greater communication efforts.

How you show respect consciously and clearly effects whether employees will โ€œquietly quitโ€ or leave the organization.

Regardless of your title, in what way would you like to be shown respect at work?

In what ways do you think you could show more respect to others?

copyright 2022: Debra Kurtz