If You Want Loyalty…Get a Dog

By Barbara Bartlein

Several years ago, while working as a VP for a large health care system, the management was asked to oversee a number of cost cutting initiatives including staff reductions. After a wave of downsizing, the thought occurred to me, “What about our jobs?”

“Will we still have paychecks?” I asked.

“It is extremely important to remain loyal, especially during the turbulent times of change,” we were told. “There are no job guarantees but loyalty is what is important now.” Walking out of the room, one of my co-workers quipped, “If you want loyalty…get a dog. I work for money.”

Indeed employer/employee loyalty took a beating in the past decade as business made dramatic layoffs and companies closed. Many of the layoffs were not just about sick companies trying to save themselves but about healthy companies hoping to reduce costs and beef up earnings by chopping heads.

Now a recent study by Manpower In., the Glendale-based global staffing company indicates that loyalty is again growing. The study, based on telephone interviews with 2,600 human resource managers in eight countries and 1,400 employees in the United States and the United Kingdom, concluded that there are different types of loyalty (or lack of) that workers feel:

• Saboteurs: These employees have no loyalty and also believe that the employer does not deserve any. They are skeptical and often critical of management and organizational decisions.
  
• Mercenaries: This group also has no loyalty even though they feel the employer deserves it. A “climber,” they simply view their job as one stepping-stone in a career trail and will leave when a better opportunity emerges.
  
• Blind Loyalists: They express loyalty to the employer but don’t really feel that the employer deserves it. But, this employee does not job change easily and may stay somewhere even though unhappy with the position.
  
• Mutual Loyalists: They are loyal to their employer and believe that the employer is loyal to them. They will often sacrifice and do “the extras” because they believe the employer will do the same.
  

The study concluded that loyalty is a good predictor whether an employee will remain with the company long term. This will become increasingly important as the economy continues to recover and talented employees are at a premium. Employee retention reduces turnover costs and increases productivity. It also presents an opportunity for business growth, as seasoned managers are available to mentor and coach new hires.

Some strategies to increase loyalty at your company:

• Establish a sense of shared mission with concrete goals. Most people want their job to mean more than just a paycheck; they are looking for purpose in what they do. Make sure that all employees understand the role of the organization in the industry and the community.
  
  
• Communicate frequently so that employees understand how their individual work contributes to the vision of the organization. Employees want to feel that what they do is important. They want to feel a part of the success and a part of a winning team.
  
  
• Provide servant leadership that makes it clear to employees that their career and personal development is important. Leaders need to be visible and available to employees and staff. Evaluate how management can most effectively support the different levels of the organization.
  

Remember, people are loyal to people, not slogans or organizations.

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Barbara Bartlein is the PeoplePro™. She helps businesses sell more goods and services by developing people. She can be reached at 888-747-9953, by email at: barb@barbbartlein.com or visit her Web site at www.ThePeoplePro.com.

Published in Networking Today, July 2002.