The “war for talent” is still raging, or so we’re told. Companies are scrambling to attract, retain, and engage their employees, but here’s the truth: a lot of them are fighting this battle using outdated weapons. The Harvard Business Review’s recent article, Why Employees Quit, shines a light on some uncomfortable realities about workplace retention. It’s not that employees leave just because of bad bosses or better offers elsewhere. It’s that they aren’t making progress—personally, professionally, or both.
This idea struck me. Because isn’t that what we all want? To feel like we’re moving forward, not standing still? Let’s break it down and see what this means for both employees and employers.
The High Cost of Attrition
First, let’s talk numbers. Losing employees is expensive. Studies cited in the HBR article estimate that replacing an employee costs six to nine months of their salary. For higher-level roles, it’s double that. And that’s just the financial side. What about the lost knowledge, disrupted projects, and low morale that follow someone’s departure?
Companies know this. That’s why they roll out engagement surveys, wellness programs, and fancy new office perks. But here’s the kicker: it’s not working. People are still leaving. The perks might make employees stay a little longer, but they don’t address the real reason people quit: a lack of progress.
Progress: The Missing Piece
The article outlines four “quests for progress” that drive job moves:
1. Getting out of a bad situation.
2. Regaining control over one’s life and work.
3. Realigning work with skills and values.
4. Taking the next step in a career or life journey.
These aren’t just abstract ideas. They’re deeply human needs. And when they aren’t met, employees don’t just get frustrated—they leave.
Think about it. If someone feels stuck in a dead-end role, with no room for growth, why would they stay? If their work-life balance is so skewed that they’re sacrificing their health or relationships, is it any surprise they start looking for something else?
What Employers Get Wrong
HBR points out that many companies approach retention as if it’s a one-size-fits-all problem. Spoiler: it’s not. People leave for different reasons, and until companies figure out what’s pushing and pulling their employees, they’re going to keep losing talent.
Let’s consider the role of exit interviews. They’re often treated as a final formality, a box to tick off before someone leaves. But by then, it’s too late. The better approach? Stay interviews. Regular, honest conversations about what’s working and what’s not. What’s keeping employees engaged, and what’s making them consider the door.
Job Descriptions: The First Step to Progress
Here’s a revelation from the article that I hadn’t thought about before: job descriptions are often a big part of the problem. They’re vague, bloated lists of skills and qualifications that don’t reflect the reality of the role.
Imagine this: you’re hiring for a chief of staff role. The job description says something like, “Lead special projects. Develop and implement key initiatives. Collaborate across teams.” Sounds impressive, right? But what does it actually mean? Without clear, specific details, candidates are left guessing. And when people don’t know what they’re signing up for, they’re more likely to leave when reality doesn’t match expectations.
The solution? Create what HBR calls “shadow job descriptions.” These aren’t meant for legal or HR purposes. They’re practical, realistic outlines of what the job involves day-to-day. Think of it as giving candidates a sneak peek at what their first week, month, or year would look like.
Flexibility and Fairness
Another key takeaway is the importance of flexibility—not just where people work, but how they work. Hybrid and remote setups have reshaped the workplace, but flexibility goes beyond location. It’s about giving employees autonomy over their schedules, trusting them to manage their time, and accommodating their unique needs.
This ties directly into caregiving responsibilities, a topic that HBR barely scratches the surface of. Many employees, especially those in their 30s and 40s, are part of the “sandwich generation.” They’re caring for both children and aging parents, often at the same time. Yet, as one reader pointed out in response to the article, most companies fail to acknowledge these dual caregiving roles.
What can companies do? Normalize caregiving as part of life, not a hidden burden. Offer flexible leave policies that go beyond parental leave to include elder care. And—most importantly—don’t penalize employees for using those benefits.
The Role of Managers
If there’s one group that has the biggest impact on retention, it’s managers. They’re the ones who can make or break the employee experience. A good manager can help employees navigate their quests for progress. A bad one? Well, we’ve all been there.
Managers need to shift their focus from controlling to coaching. Instead of micromanaging tasks, they should be asking questions like:
• What’s your biggest challenge right now?
• Where do you want to grow, and how can I help?
• What does success look like for you in the next six months?
These conversations don’t have to be formal or time-consuming. They just have to be genuine.
Progress for Everyone
At the heart of the HBR article is a simple truth: work is about progress. When employees feel like they’re moving forward—whether it’s mastering a new skill, achieving a personal goal, or simply having more time for their families—they stay.
For companies, this means rethinking retention strategies from the ground up. It’s not about throwing more money at the problem or adding another ping-pong table to the office. It’s about creating meaningful, tailored experiences that align with what employees want and need.
And for employees? It’s about taking ownership of your journey. If you’re not making progress, speak up. Have the tough conversations with your manager. And if things don’t change, maybe it’s time to move on.
Because at the end of the day, we all deserve work that helps us grow—not just survive.
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