Dismissal - zweikern Blog

Dismissal: 8 reasons why employees leave

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There are many reasons why employees want to leave their company and submit a notice of termination. Not only do dismissals cost the company a lot of money and time, but they also mean losing valuable internal expertise. Some of these reasons can be avoided through simple regulations and transparent dealings with employees. In this article, I explain the eight most common mistakes companies make in this regard and tips on how to avoid them.


The main reason for dismissals is insufficient compensation for overtime. In many areas, overtime accumulation cannot be prevented because the amount of work requires it. It is not the overtime itself that is fatal, but rather the lack of payment for it. Do employees know that they are not paid for the hours they have worked and that they are told to distribute the hours differently or not note them down? Employees do not feel valued and, therefore, often leave the company.


No matter how much fun you enjoy your work, if the chemistry with your colleagues is not right, many people consider this a reason to quit. Conflicts and injustices can strain the entire working day and lead to people being reluctant to go to work. A positive atmosphere and good team spirit are, therefore, essential. The management style of the superiors also plays an important role. After all, he/she usually determines which people with which skills and characteristics are accepted into the team.


Constant stress and unrealistic deadlines can put enormous pressure on employees and lead to burnout in severe cases. Mental health is becoming more and more important for many people, which is why endangering it by the employer can be a reason for dismissal. If companies enable their employees to achieve an attractive work-life balance, they are much more likely to commit themselves to the organization in the long term.


The importance of an appreciative corporate culture has already been highlighted in many articles. That also plays an essential role in redundancies: If a company does not have a constructive error and feedback culture, employees often see no reason to stay. After all, if you live in constant fear of fearing negative consequences with every mistake and every new idea, this harms both the employees and the company itself. If no one dares to introduce and test new ideas, innovations cannot be driven forward, and the organization's marketability suffers. Breaking promises and agreements can be just as damaging. Even if these are only made verbally, employees rely on their superiors to keep their promises. If they fail to do so, no basis of trust can be established.


This point goes hand in hand with the aspect of the corporate culture. If there are few development opportunities in the company, for example, in training or further education, employees sooner or later feel under-challenged. If they notice that they would be promoted more in other companies, this can often be a reason for dismissal. Instead of keeping and developing know-how within the company, the company switches to the competition. Incentives such as company cars or leisure activities also influence employees' decision whether to stay or leave.


Personal responsibility and the ability to make independent decisions are at the top of the company's list of advantages for many people. A corporate culture that promotes innovation and does not oppress employees is, therefore, essential. While good managers set a certain amount of rules, they also encourage their employees to explore new avenues.


Although a certain degree of structure and hierarchical levels are indispensable in most organizations, this can lead to excessive inertia and clumsiness (see Hierarchies: The fewer, the better?). Hierarchies that are too steep can cause a lot of damage: little flexibility and agility, no freedom of decision, and competition. In contrast, flatter hierarchies bring more freedom and opportunities to develop potential. But here too, the forms of structures are as varied as the companies themselves.


This point is particularly crucial now, as the home office's changeover has created challenges in many companies. Organizations that offered flexible working time and location models before the crisis usually managed the transformation much more smoothly. The degree of flexibility that companies provide their employees will continue to play an essential role in the future. If working models outside the norm are available, even different and changing life situations such as long travel times, childcare, etc. are no reason to leave the company.

How to keep good employees

So if you do not want to lose valuable employees and their expertise through avoidable reasons for termination, you can use these eight points as a guide. To nip some of these errors in the bud, well-thought-out and transparent job advertisements can help. If employees know what they are getting into, they are more likely to stay with the company later. It is also essential to establish and maintain an efficient feedback culture (read here how to do this). Overtime should always be remunerated fairly and comprehensibly, and an atmosphere in which employees feel comfortable can significantly increase employee satisfaction and loyalty. If there are nevertheless tensions and problem areas in the company, external consulting can provide valuable assistance and support continuous improvement.

Conclusion on reasons why employees submit their dismissal

The departure of valuable specialists from a company can often be prevented if it treats its employees with respect and courtesy. Some of the knock-out criteria that many employees see as grounds for dismissal are predictable. Employees usually attach great importance to their health and an attractive work-life balance. If the organization and appreciative attitude support these needs is cultivated, employees' motivation to stay at work in the long term increases.


Clients do not come first. Employees come first. If you take care of your employees, they will take care of the clients.

by Richard Branson



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Selina Kern

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