The best go out of their way to help people do work they enjoy - even if it means rotating them out of roles where they’re excelling. Managers can play a major role in designing motivating, meaningful jobs. But inside organizations, people often need support to craft their jobs. Personally, we know a lawyer who missed his dream of being a pilot and so sought out aviation cases, and a teacher who walked away from a music career but brings a guitar to class. So we look for ways to bring our passions into our jobs. And since we spend the majority of our waking hours at work, there isn’t always time to pursue these unanswered callings as hobbies.
People dont quit jobs professional#
They linger, like the professional version of the one who got away. Whether we lacked the talent, the opportunity, or the means to make them our occupations, landing in a different career doesn’t make these passions disappear. Many of us have unanswered callings at work - passions that we didn’t get to pursue in our careers. This highlights three key ways that managers can customize experiences for their people: enable them to do work they enjoy, help them play to their strengths, and carve a path for career development that accommodates personal priorities. Working with our People Analytics team, we crunched our survey data to predict who would stay or leave in the next six months, and in the process we learned something interesting about those who eventually stayed. They found their work enjoyable 31% more often, used their strengths 33% more often, and expressed 37% more confidence that they were gaining the skills and experiences they need to develop their careers. Our best managers sometimes do the opposite: When they find talented people, they’re open to creating jobs around them.
Most companies design jobs and then slot people into them. If you want to keep your people - especially your stars - it’s time to pay more attention to how you design their work. And who’s responsible for what that job is like? Managers.
They left when their job wasn’t enjoyable, their strengths weren’t being used, and they weren’t growing in their careers.Īt Facebook, people don’t quit a boss - they quit a job.
The decision to exit was because of the work. But we’ve spent years working to select and develop great managers at Facebook, and most of our respondents said they were happy with theirs. Of course, people are more likely to jump ship when they have a horrible boss. But our engagement survey results told a different story: When we wanted to keep people and they left anyway, it wasn’t because of their manager…at least not in the way we expected. We’ve heard it so many times that when we started tracking why employees leave Facebook, all bets were on managers. People don’t quit a job, the saying goes - they quit a boss.
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