Loyalty of staff

The problem is that There is no single approach to this concept: different researchers interpret the loyalty of personnel, differently describe the essence of loyalty and its psychological mechanisms. But something common in all these approaches can be found.

When determining the essence of loyalty, employees are most often based on the English word "Loyal", which is translated into Russian not only as "loyal", but also as "Faithful, faithful, reliable". In other words, a loyal employee will not leave the company as soon as he is given such an opportunity.

That's why loyalty of staff is so appreciated in recent times. Priority for most employees is career growth at all costs. It turns out that in most cases Loyal not to the company, but to their own careers. Therefore, "white-collar workers" rarely stay in one company longer than three years in a row, preferring to conquer new peaks all the time.

The management of the company is a turnover of staff,of course, is not at all at hand: it is interested in having employees stay in the company as long as possible, bringing in income. But often the leaders do not know how to win the loyalty of staff, and act "according to the books", thinking that the ready-made recipes will work. And after all loyalty is a subtle psychological phenomenon, and not always standard advice brings the expected result.

What mistakes do company managers and HR managers allow in the struggle for loyalty of personnel? The first mistake is the substitution of concepts. Very often the loyalty of employees is confused withmotivation. These phenomena are similar in nature (although loyalty is deeper and more difficult than motivation), but they have different directions. Motivation is directed to activity, loyalty to the company. In other words, a motivated employee likes what he does, and loyalist - also where he does it. Of course, loyalty and motivation go side-by-side. Loyalty includes, among other things, motivation, but a motivated employee will not necessarily be loyal.

The second mistake - the presence of "pets". It happens that the leadership is trying to achieveloyalty of individual employees (usually those who are most afraid of losing), and the loyalty of the staff as a whole does not interest him at all. And in vain! Three or four loyal employees will not save the firm if the rest of the staff is not loyal (or even disapproved) in relation to the company and its management.

The third mistake is the belief that staff loyalty can be "bought". Salaries, bonuses, bonuses, gifts, social package,corporate parties, trips to the south due to the company ... Sometimes it really works. For some time. But "you quickly get used to good things." Gradually, employees will begin to take it for granted. In addition, there may well be another employer who will offer a higher salary, more generous bonuses - and all the loyalty of staff will instantly go away somewhere.

Loyalty of personnel is a subtle phenomenon, because kindness and loyalty are based not on material values, but on personal values ​​and attitudes. Therefore it is very important To find a middle ground between the values ​​of employees and the goals and requirements of the company.

So, what is important for formation of employee loyalty, other than material incentives? Let's try to list the most important points.

1. 
   Possibility of career, professional, creative growth. If the employee thinks that he does not have the opportunity to build a career or grow professionally inside the company - he will try to do it outside of it. What kind of loyalty can there be?


2. 
   Comfortable psychological atmosphere in the team - both on the part of the authorities and on the part of colleagues. Of course, it is not necessary to be friends with all colleagues - but conflicts and mobbing do not exactly make employees more loyal.


3. 
   Awareness of the purposes and specificity of the company's activities. An employee can only be a devoteegeneral case, when he knows what it is, and what specific contribution he makes to it. A sense of self-worth is a very important factor in the formation of loyalty.

Of course, the loyalty of the staff is shaped byinfluence of much more factors (personal qualities of management and colleagues, openness and honesty of management, etc.), and for each employee they are their own. Therefore, it is very important individual approach.

To win the loyalty of the staff is very difficult, but if you manage to do this, the result will not be long in coming!