Managers are killing off employee loyalty.
In a time when employees want more freedom, openness, and say over the work they do, management practices and beliefs, on the whole, have calcified. Management has failed to adapt to the dynamic influences on how work can be done in the 21st century. Entrenched managers, supported by the false comfort of yesterday’s beliefs, continue to ignore employee passion which is vital to innovate, and create solutions of value to customers.
Management has created an altar to itself, adoring its antiquated image. All the while, employees look elsewhere to unleash their talents and passions. Unfortunately, such a search is fraught with disappointment, leading too many talented employees to hold
back what they have to offer. Leading too many employees to sit on their talents, and consequently their own growth.
Yes, the picture is dismal, but it’s only by management choice. Looping back to loyalty, it can flourish again. Employees need a reason to offer their talents in exchange for meaningful work.
So where does a manager focus to let loyalty flourish? The answers are found in the enablers, or processes, of the corporation. Most importantly, however, it lies within the manager.
Develop a Talent Management Plan Today
CEOs are avoiding addressing their company’s talent shortage problems. At the heart of this choice is believing competitive advantages are found not in employees but in short lived, imitable technology or product advancements. Conversely, knowledge and human capital is not easily duplicated. They can be poached, however, by competitors.
It’s in the latter that CEOs and other decision makers need to focus their strategic intent. Stop procrastinating and develop a plan to keep your talented employees and devise a strategy to attract and keep top talent. If senior decision makers fail to do this they
are sending a clear message, even if unintended: you are here to meet the company’s needs; not yours. In today’s knowledge economy, companies who prioritize employees over process have the competitive advantage.
Transform Your Employee Development Beliefs
Stop treating employee development as a one and done transaction: go to training and return with skills
magically transformed. This robotic view on human development limits and weakens people, teams, and ultimately the company.
Instead, marry training with post-training development assignments or on-the-job development projects to grow employees. Employees only develop skills through training, development, and a manager’s coaching that matches the employee’s skill development level.
Develop Your “Employees First” Perspective
Truth be told, your role as a manager is crippled or freed by your view of employees’ place in the company. CEO
and author Vineet Nayar inverts the rigid pyramid, placing employees at the top, customers sandwiched in the middle, and managers at the bottom.
Managers aren’t subservient to employees. Nayar explains in his book Employees First, Customers Second, that the role of managers is to be accountable to what he calls the value zone. The value zone is where value for the customer is generated; which is in the exchange between employees and customers.
With employees first perspective, your role as a manager is to make it as easy as possible for employees to do their work to generate value for customers. And then get out of their way.
Face it. Work environments suck. If you want talented employees to stick around, then step up and give them a reason to stay. Stop waiting for senior management to rollout another flavor of the month hat trick. You have the greatest level of influence over your employees’ engagement. Focus on team unity. Be relentless. Be purposeful. Help your employees find the meaning behind their work.
Refuse the popular notion that employee loyalty is waning. If your employees believe in you and the meaning of their work, you can reverse the trend of waning employee loyalty.
On the other hand, you can do noting. Just be honest with yourself about why employees are leaving. It’s your choice.