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In a recent small-scale study, we sampled 50 readers to conduct a questionnaire about internal attrition at work. The questionnaire included five options, ranging from no feeling of internal friction to severe internal friction. In this small-scale survey, there were 36 valid answers, of which 20 chose "moderate internal friction and tolerable degree", 12 chose "severe internal friction and often low mood", and 4 chose "old age, wait for retirement".
We then took a closer look at the positions of readers who chose options C and D. The results show that the teller position has the most employees, accounting for 13; followed by account managers, occupying 10 positions; The rest of the middle and back office positions total only 5, and there are 4 who have not answered this question. Although the sample size of this survey is small and does not follow the formal sampling procedure, we have obtained some valuable answers without being too intrusive.
Next, we listened to some tellers, account managers, and finance employees to understand why they felt internal friction.
Teller A said there were three main reasons for his internal friction. First, he believes that the low technical content and skill growth of jobs makes it difficult to accumulate social resources. Secondly, the promotion opportunity was mainly determined by a word from several leaders and had little to do with job performance, which frustrated him. Finally, the salary is low, and as a man, he has difficulty withstanding the pressure of a mortgage, which also increases his sense of internal friction.
Account Manager B said there were also three reasons for her internal friction. First, she struggled to cope with the mental stress of her leader's scheduling and task metrics, which often made her feel anxious. Second, it is difficult for her to reconcile work and family, which leads to an imbalance between family and work. Finally, the reward and punishment scheme is complex and changeable, and it is difficult to honor, which also makes her feel internal friction.
Finance Officer C said that there were two main reasons for his internal friction. First of all, the lack of manpower caused him to work overtime frequently, which increased the burden of work. Secondly, the average salary and benefits have generally declined, and he is not optimistic about the short-term development prospects of the bank and is considering changing careers.
Looking back at previous conversations with departing employees, we found that the main reason why many people quit or change jobs is related to leadership. Leaver A described the behavior of her former branch director, noting that she treated employees unfairly and often called them to work overtime when her own pay was much higher than that of employees, despite not performing well. Leaver B mentioned that the leader openly assigned her clients to sycophants, which made her feel unfair and disappointed. Leaver C believes that she left for the simple reason that the effort to work is disproportionate to the income, so she is considering other better options. Leaver D complained about unfair treatment by his leaders, who asked for overtime while he was watching a movie in the office, which frustrated him.
To sum up, although the bank itself does not have much problem, the behavior and management style of some leaders have become the main cause of internal friction among employees. If leaders were more considerate of their subordinates, perhaps there would be no complaints from employees. There is still a lot of room for improvement in the way banks are led and the atmosphere is managed. This will not only help to increase the job satisfaction of employees, but will also benefit the development and stability of the entire organization.
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