Loyalty is a trait that managers are often looking for in their employees. Why not?
This is a key component of success not only of a team but of the organization as a whole. Often, it relates to the length and length of the employee's retirement or its willingness to do all for his job - whether it's working on extended hours or self-employed.
However, in the report of the United Nations International Labor Organization (ILO) in 2011, organizations recorded 10% to 30% employee turnover. That is to say, for every 100 employees of a typical company, 10 to 30 leave and move to another job. In summary, the report shows that the root cause of employee retirement is the decreasing loyalty to the organization. Similarly, employee turnover is one of the challenges facing many organizations, which can not be met can lead to a failure in achieving plans and substantial costs.
This is why many organizations provide time and money to programs that can strengthen employee loyalty, such as HR department development, length of service recognition, improvement of benefits, reasonable salary, trainings and more. But the question, if they are given, is it enough for an employee to be loyal to the organization? In the book First Break All the Rules: What The Worlds' Greatest Managers Do Differently wrote by Marcus Buckingham and Curt Coffman, saying "employees do not leave jobs, they leave managers." If an employee is unable to comply, dislike, and does not respect his / her manager, it will leave the organization no matter how much salary or even how good the benefit is.
This is the fact that a manager plays a role not only in good or bad performance. Above all, a manager has the greatest contribution to the evocation and molding of an employee's loyalty. Whatever program or benefit is implemented or how much an organization's intentions to care for its employees, it is in the process of handling a manager how it feels to the employee. The manager represents the organization and is in a way that he or she treats employees with the organizational protection message.
In an article written by Alan E. Hall, CEO of an organization assisting entrepreneurs in managing their businesses, not only discussed the role of a manager, so that the employee would be satisfied and happy with his work. It also provides some guidance that will help shape employee loyalty:
FIRST: It's not about salary.
At the outset, it may be that the employee's attention to stay is a huge salary or a good benefit. But if employee and organization relationships are centered on money, employee loyalty becomes conditional. True loyalty or loyalty is an emotional bond and can not be bought for any amount of money. Over huge salaries, a good manager's management can increase employee loyalty to the organization. When the employee says: "My manager does not care about me, he just wants to target!" This is the beginning of a managerial and employee relationship problem.
There is nothing to lose if a manager takes the time to sit down and talk to the employee about how he is, what are the plans and wants from his manager. An employee usually answers: I want you to respect me as well as I respect you, when I do good to you, if I make mistakes, let me arise and learn from my mistakes, be sensitive to the feelings and situations. By providing time for such conversations, the employee will not only open his or her feelings and thoughts, especially in this way that the employee feels he is important.
SECOND: Recognition and appreciation. (
When you have to finish until late at night, do you thank the employees for their completion? Sometimes, these little things are overlooked by managers.
No matter how long an employee and a manager are together, the employee needs to feel that his manager sees and recognizes all his efforts. Employing the employee even with simple recruitment as: "Well done!" Or "your performance is great!" Deliver a clear message that they are acknowledged and appreciated. When an employee is praiseworthy in front of others, they become more and more labor-intensive. Often, the employee does not have the position and title, but the recognition of his skill and ability.
THIRD: Pride and ownership.
The employee is more prosperous if he has sense of ownership in his work. If the employee is allowed to think of a solution and solve problems facing the job, decide and decide, he or she is trained not only in critical thinking but also in accountability.
If an employee is part of his team's goals and dreams, he will do not just because it is necessary but because they are part of his personal desires and dreams. A manager must think, over leadership in a team, he is placed in front of the employees not to keep them out of reach. The more important role of the manager is to arouse their will to reach even the most daring.
FOURTH: Negative competition and politics.
The competition within the team can be of a good effect, but the constant comparisons and apparently a manager's inclusion in two employees are destructive not only in the organization of two competitions, but in the managerial and managerial relationships. A manager should also be conscious of employees or groups who are sources of bad stories or dishonest practices with fellow employees. The manager should be aware when politics within his team is causing disrepair and bad relationships. In such a situation, a manager needs a firm stand that such work is unacceptable and should be avoided.
FIFTH: Be Trustworthy.
If this is a manager looking for his employees, it should start with him. Saying: Trust is earned, it can not be required to ask. Over time, through positive attitudes, attitudes, and dealing with employees, the manager gets the trust of his employees.
The employee feels that the manager's dealings with him are sincere or helpful. Regardless of the position of an employee, the manager who is honest and noble is respected and loved. In paradox, the manager who is lying, unfair, insulted, or reproached will leave his / her employee. Again, "employees do not leave jobs, they leave managers."
A manager may say that loyalty is a property that must be inherent to the employee's ability. But is not it better for a manager to look at loyalty as an outcome and not as an expectation? A characteristic over time due to the guidance and inspiration that a manager has acquired, and is not a characteristic that the employee is expecting immediately? The only one is relaxed: the growth of an employee depends on how his manager can support him-grows healthy and enjoyable or dehydrated.