As I’ve written so much about building a Perfect Team, it seems logical to discuss what would sustain this team long enough to produce meaningful results. Naturally, it all revolves around the concept of Employee’s Loyalty.
I haven’t seen any direct mentioning of loyalty in employee’s contracts and, not living in Japan, never witnessed a ceremony of employees giving loyalty oath to their new company. Nevertheless, being loyal to a company is a notion companies are clearly aware of, while desperately trying to weigh it, measure it and obsessively applying the findings to get the needed employees to stay.
At first glance it would appear that Employee’s Loyalty is an obvious and straightforward concept, though when you come to think of it a little more, it becomes not as easy to define as initially seemed.
To some people it simply means to stay at one workplace for a long period of time, to others, regardless of the tenure, it could be not surfing the Internet in the working hours, or being confidential and not disclosing company secrets. Taking it to a different level, some will argue that loyal employees embrace company’s values as their own, tying their own interests to those of the company they work for.
I bet you could add to these definitions numerous others that would stress different applications of loyalty to the working environment depending on the circumstances. One could state that Employee’s Loyalty varies from generation to generation and could be affected by differences between cultures and belief systems of both employees and organizations. I think that regardless of these controversies, the concept of Employee’s Loyalty could be and should be utilized in your management practice.
In the next posts I’ll review how Employee’s Loyalty could be meaningfully defined and understood, what drives it and how a manager should behave in order to keep the Perfect Team that was built with so much effort.