In past generations it was very common for an employee to remain with one employer for his or her entire work life. These people were loyal to the companies that they worked for. They believed in what their company did and stood for. For this to happen today would be a rarity. Studies show that the typical person entering the workforce today can expect to change jobs at least seven times over their work lifetime and for many it will be more than that. Why do people leave their jobs instead of staying?
Of course there are many reasons people leave their jobs, but the Gallup Organization has come up with the top three;
1. Lack of faith in the leadership or vision of the company.
2. Concerns with the way employers/management are treating people.
3. Lack of employer/management support in areas of performance reviews and employee development.
We all know that if we do not have a good relationship with someone we do not want to stay around them. Work is no different. Poor relationships at work, especially if it is with an immediate supervisor, result in poor performance and commitment on the employees part and eventually they will leave, even if they love the job they are doing. It just will not be worth the stress of the bad relationship.
Employers need to take the time to examine the work environment they are providing to make sure it is one that their employees want to stay in. When employees see that their employer cares enough about making a good place to work, it shows that they really care about them. Caring creates loyalty and more productive, happy employees. Loyalty is not something that can be imposed; just like a paycheck or respect, it has to be earned.
Think back to the different jobs that you have had in your work life, what was good about them and what was not? It is likely that the jobs that you enjoyed were ones that you had good relationships with those you worked with and for. As humans we are relational and are driven by relationships we have. Employees expect their jobs to provide a certain level of social interaction. Going to work is a chance to connect with the people there who have become friends. These are people that you can share things about your children, pets, and an interesting story you heard or a program you watched on television. It is a known fact that people work better when they are happy and interacting with other people in a positive environment.
Another reason employers should want their employees to be happy is that there are virtually no businesses that have unhappy employees that have happy customers/clients. The best businesses we see and hear of are ones that generate loyalty among the employees, making everyone feel as though they were an owner in the business.
As a business owner how do you know that you are headed on the right track to making loyal employees? This may sound ridiculous, but as an employer it is very important that you know who works for you. I am sure you are thinking, “of course I know who works for me”. But how well do you really know them? Ask yourself these few questions.
• Write the first and last names of every person on your staff just from your memory. Now list the names of their spouse or significant other. Do you know the names and ages of their children if they have them?
• List an important event in the employees personal life in the past six months (A birth, child graduating, a new pet, death in family, etc.)
• Do you know what the employees passion in life is? What makes them happy or what do they like to do on the weekends? (Skiing, scout leader, music, hiking, etc)
If you can answer these questions about your employees then you get an A+. You are definitely headed in the right direction to creating loyal employees. If not, then you have some homework ahead of you. Here are 7 tips in developing loyal employees:
• Listen to your employees and ask them often how their job is going, what do they like and do not like. Do they have any suggestions for improving the way they could do their job?
• Invest in your employees with continuing education to develop good people skills. Give them what they need to perform their job the best that they can.
• Be available to them; do not isolate yourself from your employees. Take time to interact with them on a regular basis.
• Recognize when they do something good, everyone needs to feel valued and recognized as part of the team.
• Make sure to create a culture where employees are not fearful of making mistakes. When a mistake is dealt with harshly it dampens peoples excitement for what they do and fearful to try new things.
• Show employees how their job affects the financial bottom line. When employees understand how valuable their jobs are to the overall success of the business, they will naturally become more dedicated to an overall better job.
• Cultivating creativity in the workplace. When employees find a better way to do something, reward them for their creativity. When you implement an employees good idea you have allowed them to “own a bit of the business” and what a great feeling that is.
By incorporating the above tips into your business culture you will be giving your employees the chance to become part of an organization that they will believe in and care about. They will feel better about themselves and the job they are doing. Studies show that the more satisfied an employee is the better team player they become. They are punctual, more productive and higher performing. Employees like these are loyal to you and your business and ultimately their loyalty will create customer/client loyalty to your business.
ABOUT THE WRITER
Tina Del Buono, PMAC
Tina has been a medical office manager for 14 years. She became a Certified Medical Transcriptionist in 1996, a Certified Podiatric Medical Assistant in 1999, and in 2001 became a Certified Limited Licensed X-ray Technician. She is currently the Director of Intra-Professional Relations of the American Society of Podiatric Medical Assistants. She is the Educational Chair for the American Society of Podiatric Medical Assistants and the California Podiatric Medical Association’s Assistants programs. She has lectured nationally and internationally on Practical Practice Management and motivational topics for Doctors and Staff. Tina also is regular contributor to the California Podiatric Physician Magazine.
Welcome to Practical Practice Management where you will find a full spectrum of resources for physicians, office managers and medical personnel to meet the needs of the operational challenges we face in today’s medical arena.
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Here’s what makes employees loyal in the new mellinnum. And it is not what you thought! Public and private organizations are into a phase of creative disassembly where constant reinvention and adjustments are constant. Hundreds of thousands of jobs are being shed by Chevron, NUMI, Wells Fargo Bank, HP, Starbucks etc. and the state, counties and cities. Even solid world class institutions like the University of California Berkeley under the leadership of Chancellor Birgeneau & Provost Breslauer are firing staff, faculty and part-time lecturers. Estimates are that the State of California may jettison 47,000 positions.
Yet many employees, professionals and faculty cling to old assumptions about one of the most critical relationship of all: the implied, unwritten contract between employer and employee.
Until recently, loyalty was the cornerstone of that relationship. Employers promised job security and a steady progress up the hierarchy in return for employees fitting in, performing in prescribed ways and sticking around. Longevity was a sign of employeer-employee relations; turnover was a sign of dysfunction. None of these assumptions apply today. Organizations can no longer guarantee employment and lifetime careers, even if they want to.
Organizations that paralyzed themselves with an attachment to “success brings success’ rather than “success brings failure’ are now forced to break the implied contract with employees – a contract nurtured by management that the future can be controlled.
Jettisoned employees are finding that the hard won knowledge, skills and capabilities earned while being loyal are no longer valuable in the employment market place.
What kind of a contract can employers and employees make with each other? The central idea is both simple and powerful: the job or position is a shared situation. Employers and employees face market and financial conditions together, and the longevity of the partnership depends on how well the for-profit or not-for-profit continues to meet the needs of customers and constituencies. Neither employer nor employee has a future obligation to the other. Organizations train people. Employees develop the kind of security they really need – skills, knowledge and capabilities that enhance future employability.
The partnership can be dissolved without either party considering the other a traitor. Employee loyalty to management is dead – get used to it.