Business owners might have some smug satisfaction upon learning that, according to a Fox News survey, 72 percent of employees who have resigned during the ongoing Great Resignation have regrets. But you shouldn't experience schadenfreude. Businesses should be examining their own hiring practices, as those are a clear contributor to this unhappiness. Here are five ways to tell if you're part of the problem.

Your hiring managers and recruiters talk only about the upsides of working at your business.

There are probably great things about working for your company. But there are also horrible things about every job. Cranky customers, unrealistic deadlines, micromanagers, and things don't go perfectly. Do you bring those up? 

You should. Everyone knows that jobs are not perfect, and it's nice to get a heads-up about what types of problems to expect in this new job. Yes, it will drive away some candidates--let them go on to the rainbow-and-unicorns competitor and then quit six months later because that company hid the problems.

You resent paying higher salaries.

Inflation is not pleasant for anyone. When your employees quit and you had to hire new people to replace them, you had to pay a higher salary. And you have to train them. It seems unfair to have to pay more for less than you had before. But that resentment comes through to your new employees. They can tell when you don't think they are worth their paycheck. Here's a reality check: No one paid properly is worth their paycheck for the first month or so. It takes time to learn new systems and processes and truly contribute. 

Your onboarding program consists of an HR presentation and a lunch with the boss.

Onboarding is far more than just going over benefits and meeting the team. Onboarding is about setting your new employee up for success. What that means will vary from company to company and job to job. Still, at minimum, it requires training, attention, lots of feedback--positive and negative--and the manager understanding that onboarding is work. 

You pulled a bait and switch.

Did you advertise flexible schedules? What about remote work? And then after the person accepted the job, you reined in those things? Some jobs are just not flexible--and that's OK, but be honest. Some jobs have to be done onsite. That's OK too. But don't make candidates promises you won't keep. This survey also found that 80 percent of Millennials and Gen-Z say it's OK to leave such a job in six months. So, your bait and switch means you'll have to attempt to hire someone else shortly anyway.

You're not listening to your long-term employees.

If you want to know why your new hires are so miserable, you could ask them. Or, before you hire them, ask your long-term employees what the problems are, and then fix them. 

Now the tricky part of this is your employees need to believe you'll pay attention, not retaliate against them for the bad news, and fix the problems--all before you ask them. If you don't have this relationship with your employees, your top problem is you. This is excellent news, because you can fix yourself! Get business coaching personal therapy, and consider replacing yourself with an experienced manager. There's no shame in saying, "I'm an idea person, but a lousy manager," and doing something about it.

Losing your employees is bad enough. Hiring unhappy people to replace them makes it even worse. Do what you can to retain your current staff and fix problems, so your new hires do find it a great place to work.