Cover -- Half title -- Title -- Copyright -- Dedication -- Contents -- Foreword -- Chapter 1 Why Care About Why They Leave? -- Why Many Managers Don't Care -- Managers Cannot Hear What Workers Will Not Speak -- The Real Costs of Avoidable Turnover -- Turnover: Just an Unavoidable "Cost of Doing Business"? -- Recent History: When the Tide Turns, Mindsets Must Change -- What About HR's Role in Exit Interviewing? -- Chapter 2 How They Disengage and Quit -- Events That Trigger Employee Disengagement -- The "Last Straw" That Breaks the Employee-Employer Bond -- The Active-Seeking Phase of the Departure Process -- Chapter 3 Why They Leave: What the Research Reveals -- Why Employees Say They Leave -- Survey Comments Confirm the Survey Data -- Have the Reasons for Leaving Changed Since the Great Recession? -- What the New Data Reveal -- A Few More Words About Pay -- Respecting the Differences -- Who Has the Power to Meet These Needs? -- The Next Seven Chapters: Hidden Reasons and Practical Action -- Chapter 4 Reason #1: The Job or Workplace Was Not as Expected -- Hidden Mutual Expectations: The Psychological Contract -- How to Recognize the Warning Signs of Unmet Expectations: During and After the Interview -- Obstacles to Meeting Mutual Expectations -- Engagement Practices 1-8: Matching Mutual Expectations -- How Prospective Employees Can Do Their Part -- The Beginning or the End of Trust -- Engagement Practice Checklist: Meeting Expectations -- Chapter 5 Reason #2: The Mismatch Between Job and Person -- What's Missing-A Passion for Matching -- Recognizing the Signs of Job-Person Mismatch -- Most Common Obstacles to Preventing and Correcting Job-Person Mismatch -- Engagement Practices for Matching Job and Person -- Best Practices for Talent Selection -- Best Practices for Engaging and Re-Engaging Through Job Task Assignment.

Best Practices for Job Enrichment -- The Employee's Role in the Matching Process -- Engagement Practices Checklist: Job-Person Matching -- Chapter 6 Reason #3: Too Little Coaching and Feedback -- Why Coaching and Feedback Are Important to Engagement and Retention -- Why Don't Managers Provide Coaching and Feedback? -- Recognizing the Signs -- More Than an Event: It's About the Relationship -- Engagement Practices for Coaching and Giving Feedback -- What the Employee Can Do to Get More Feedback and Coaching -- Engagement Practices Checklist: Coaching and Feedback -- Chapter 7 Reason #4: Too Few Growth and Advancement Opportunities -- What They Are Really Saying -- Employers of Choice Start by Understanding the New Career Realities -- Recognizing the Signs of Blocked Growth and Career Frustration -- Best Practices for Creating Growth and Advancement Opportunities -- What Employees Can Do to Create Their Own Growth and Advancement Opportunities -- Engagement Practices Checklist: Growth and Advancement Opportunities -- Chapter 8 Reason #5: Feeling Devalued and Unrecognized -- Why Managers Are Reluctant to Recognize Employees' Efforts -- Recognizing the Signs That Employees Feel Devalued and Unrecognized -- Pay: The Most Emotional Issue of All -- Pay Practices That Engage and Retain -- What Employees Can Do to Be More Valued and Better Recognized -- Engagement Practices Checklist: Feeling Devalued and Unrecognized -- Chapter 9 Reason #6: Stress from Overwork and Work-Life Imbalance -- How Big a Problem Is Stress? -- Causes of Increased Stress -- Signs That Your Workers May Be Stressed Out or Overworked -- Healthy versus Toxic Cultures -- More Than Just the Right Thing to Do -- How Three of the Best Places in America to Work Do It -- What These Employers Have in Common -- You're Not Competing Just with the "Big Boys".

What the Employee Can Do to Relieve Stress and Overwork -- Engagement Practices Checklist: Overwork and Work-Life Imbalance -- Chapter 10 Reason #7: Loss of Trust and Confidence in Senior Leaders -- A Crisis of Trust and Confidence -- Reading the Signs of Distrust and Doubt -- The Three Questions That Employees Need Answered -- Criteria for Evaluating Whether to Trust and Have Confidence -- What the Employee Can Do to Build Reciprocal Trust and Confidence -- Engagement Practices Checklist: Building Trust and Confidence -- Chapter 11 Planning to Become an Employer of Choice -- Talent Engagement Strategies in Action -- What Do We Learn from These Success Stories? -- Linking Talent and Business Objectives -- Linking the Right Measures to Business Results -- Creating an Employer-of-Choice Scorecard -- The Plan Works . . . If You Work the Plan -- Partners in Working the Plan -- Appendix A Summary Checklist of Employer-of-Choice Engagement Practices -- Appendix B Guidelines and Considerations for Exit Interviewing/Surveying and Turnover Analysis -- Index.