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THE STATE OF EMPLOYEE SATISFACTION
January 2004
"Employees who enjoy their work, identify themselves with their employer."
One of the key steps to understanding and improving employee loyalty is by acknowledging the importance of the following factors in building loyalty and satisfaction:
- Broadly-defined responsibilities rather than narrowly-defined job functions
- Effective and regular performance evaluations, both formally and informally
- A corporate emphasis on employee learning, development and growth
- Wide-ranging employee participation in the organization as a whole
Typically, a combination of factors influences employees' decisions to stay at their current job. Contributing factors include satisfying work, a sense of job security, clear opportunities for advancement, a compelling corporate mission combined with the ability to contribute to the organization's success, and a feeling that their skills are being effectively used and challenged. Specifically, employees who enjoy their work, identify themselves with their employer and perceive that the company is flexible regarding work and family issues also intend to stay with the organization.
Today, employee loyalty needs to be earned, rather than assumed, and must be specific, rather than general - employees are looking at their employment as a means of achieving personal goals rather than simply being the "good corporate soldier" of the past. This means that companies need to express and act on a commitment to develop employees' career objectives by introducing initiatives that make employees believe that their current job is the best path to achieving their career goals.
In particular, consider the following elements of effective strategies designed to build loyalty and retain key employees:
- Include opportunities for personal growth and invest heavily in the professional development of the best people in the organization.
- Provide employees with well-defined career paths (including a succession plan), mentors and tuition reimbursement for job-related education.
- Train employees, even if it makes them more attractive to the competition. Without seeing an opportunity on the horizon, few high potential employees will stay with a company and allow themselves to grow stagnant.
- Acknowledge non-work priorities by recognizing and responding to employees' needs for greater balance in their lives, since employees will develop loyalty for organizations that respect them as individuals, not just as workers.
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5 Things to Do Now
Demonstrate to employees that the company cares about them, wants them to advance in their careers and will help them satisfy their need for personal growth.
"Walk the talk" by not only communicating the corporate strategy but by also ensuring that it is applied consistently throughout the organization, including making the rewards system consistent with strategic goals.
Watch for and eliminate all inconsistencies between promoting a belief in employees and managerial behavior or policies that undermines that commitment.
Fight attrition with smart training that is not only relevant but helps broaden employee experiences and provides development opportunities.
Weed out poor managers because many employees leave their jobs because they are unhappy with their bosses - remember the adage that "people don't leave their jobs, they leave their managers."
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