MANY companies are struggling to understand why their top employees are leaving. Even with competitive salaries, generous benefits and contemporary and attractive benefits, staff continue to depart.

The real problem often lies not in the compensation or the job titles but in the work environment. Employees are frequently leaving because their workplaces have become draining, stressful or even toxic.

The assumption that employees leave mainly for higher pay overlooks a deeper truth. Most people want more than just money from their jobs. They need to feel valued, respected and part of something meaningful.

When a workplace fails to provide these basic needs, even the most lucrative salary cannot make up for the lack of satisfaction and fulfilment.

Employees are more inclined to stay in roles where they feel a strong connection with their colleagues, trust their leaders and receive acknowledgment for their efforts. Without these elements, even the most committed employees may start looking elsewhere.

Research has consistently shown that poor management is a leading reason for people to decide to leave their jobs.

A 2019 study by Gallup found that about 50 per cent of employees left their jobs to get away from their managers and improve their overall lives at some point in their career.

Leaving is often not solely because of the presence of a bad boss; it is the broader culture of feeling undervalued, ignored and trapped in a negative environment that drives them away.

No salary can compensate for the stress and dissatisfaction of feeling unseen and unappreciated. People desire workplaces where their efforts are acknowledged, where they are treated with dignity, and where growth is possible.

A toxic workplace can take many forms. Some organisations create a culture that pits employees against each other, promoting competition over collaboration.

Others have rigid hierarchies that stifle fresh ideas and discourage feedback. In these environments, even a high salary cannot counterbalance the daily grind of feeling undervalued and replaceable. No one wants to feel like just another cog in a machine.

Conversely, companies that sustainably retain their talent create environments where employees feel valued and motivated. These organisations understand that fostering a sense of belonging, trust and respect is crucial.

Employees are more likely to stay where they feel that they can grow both personally and professionally and where their contributions are seen and appreciated.

Engaged employees are more productive, creative and dedicated to their roles. A 2020 study by Harvard Business Review found that employees who feel recognised are more engaged and have higher levels of job satisfaction. This has a direct impact on business performance.

Companies with high levels of employee engagement often outperform the competition – or their “rivals”. A positive work environment encourages people to contribute more ideas, collaborate effectively and go above and beyond. The result is a dynamic workplace that not only reduces turnover but also drives business success.

Creating a supportive work culture demands a genuine commitment to understanding what employees need. Building trust within a team does not happen overnight; it requires ongoing effort and dedication from leaders at all levels.

Employees should feel safe sharing their thoughts and concerns, knowing that their input will be valued rather than punished. This openness leads to greater collaboration and innovation.

Recognition is fundamental to employee satisfaction. Everyone wants to know that his or her hard work is noticed and valued.

This acknowledgment does not have to come in the form of bonuses or pay rises. Often, a simple gesture such as a sincere ‘thank you’ or recognition in a team meeting can significantly boost morale.

A 2018 study by the O. C. Tanner Institute found that 79 per cent of employees who quit their jobs cited a lack of appreciation as a key reason for leaving. When employees feel appreciated, they are more likely to remain engaged and committed to their work. 

Opportunities for growth are essential for keeping employees motivated. People are seeking more than just a job. Instead what they want is a career that offers opportunities to learn new skills, take on challenges and build a future within the organisation.

Going by a 2017 LinkedIn Workplace Learning Report, 94 per cent of employees would stay at a company longer if it invested in their career development.

Companies that focus on professional development show a commitment to their employees’ long-term success, fostering loyalty and a stronger connection to the company.

Work-life balance has become a priority for today’s workforce. Many employees seek flexibility in their jobs, hoping to balance their professional responsibilities with personal commitments.

Organisations that offer flexible work arrangements, such as remote work options or adjustable hours, demonstrate trust in their employees’ ability to manage their own time and responsibilities.

This kind of flexibility acknowledges that employees have lives outside of work, contributing to higher satisfaction and retention rates.

Inclusivity and diversity are vital components of a healthy work culture. Employees thrive in environments where diverse perspectives are valued and everyone feels included.

According to a 2018 study by McKinsey and Company, companies with more diverse workforces are 35 per cent more likely to have financial returns above their industry medians.

Companies that embrace diversity benefit from a wide range of ideas and experiences, leading to greater innovation and adaptability. Promoting a culture where all voices are heard and valued helps build a strong, cohesive team that is engaged and motivated.

Psychological safety is also critical in fostering a productive workplace. Employees need to feel secure when expressing their opinions, sharing their ideas, or challenging the status quo without fear of negative consequences.

Google’s Project Aristotle, a study conducted between 2012 and 2017, found that psychological safety was the most important factor in building successful teams.

When psychological safety is present, people are more likely to take risks and explore new ideas, which fosters creativity and growth. This environment supports learning and development for both individuals and teams.

Purpose plays a significant role in employee engagement. Many employees today want to know that their work contributes to a larger mission.

A 2019 study by Imperative and LinkedIn found that employees who find purpose in their work are more likely to stay longer and be more satisfied.

Companies with a clear purpose and values that resonate with their employees’ beliefs are more likely to retain top talent. When employees feel aligned with their company’s goals, they are more motivated and engaged. 

Leadership is key in shaping workplace culture. Leaders who are transparent, communicative and supportive foster an environment of trust and respect.

A 2015 study by Zenger and Folkman found that employees with inspiring leaders were more committed and willing to put in extra effort.

Leaders set the standard for the organisation by exemplifying the values and behaviors they want to see in their teams. When leaders genuinely care about their employees’ well-being, it creates a positive ripple effect throughout the company.

Mentorship and coaching are crucial for employee development. Access to mentors and coaches provides employees with guidance, support and a sense of belonging.

A 2019 survey by the Society for Human Resource Management found that employees who receive regular mentoring are more satisfied with their jobs and more likely to stay at their current company.

Companies that prioritise these relationships demonstrate a commitment to their employees’ growth, leading to greater loyalty and reduced turnover.

To keep their best people, companies need to go beyond offering competitive salaries and perks. The real key is to create a workplace where employees feel valued, respected and part of a meaningful endeavour.

Fostering a culture that emphasizes trust, recognition, and opportunity encourages employees to stay and grow. When employees feel that they are more than just a number, when they see their contributions matter, and when they envision a future within the company, they are far more likely to remain loyal and engaged.

For employers trying to understand why their best people are leaving, examining the culture is crucial. Are they building an environment where employees feel valued and heard, or are they inadvertently driving people away?

Are they listening to their employees, recognising their contributions, and investing in their development?

The answers to these questions will determine not only employee retention but also the long-term success of the organisation.

By focusing on what employees need, such as respect, growth and a supportive environment, companies will be able to retain their best talent and attract new employees eager to join their workplace.

In an increasingly competitive job market, companies that prioritise employee well-being will indeed stand out.

Remember: employees do not leave jobs; they leave places where they do not feel valued. Thus, building a culture that supports and values them will encourage them to stay and contribute to the company’s success. 

• Kettie Lomaquala Chipeta is a freelance writer and management consultant with expertise in Results Based Management, strategic planning, leadership development, coaching, governance, change management and data analysis. She is an avid reader of The Guardian newspaper. For inquiries, she can be reached at kettieloma@gmail.com or +255 692 108 677.

By Kettie Chipeta