Four basic forms of employee loyalty
Get fully involved with one Company Being able to identify means being true to oneself. So there is the loyalty to oneself, inwards, and the loyalty to others, to the outside world. In detail, four foreign loyalties can be recognized at first glance:
- The loyalty to the company as such
- Loyalty to direct leadership
- The loyalty to colleagues and contact partners
- The loyalty to your own work
Some time ago, the career portal Monster conducted an online survey in which almost 25.000 European employees took part. The question "Who are you most loyal to at work?" gave the following answers:
- Me myself 33%
- My team 32%
- My company 19%
- My boss 10%
- No one 6%
Above all the German workers showed a striking lack of loyalty to their superiors. With seven percent, they come to the lowest value in Europe. This is dramatic, because another loyalty is added: the loyalty to one's own networks.
A new phenomenon: the fifth loyalty
In many people there is a desire for variety and the irresistible urge to break into new shores. And today's working world makes the nomadic job of many people indispensable. But at the same time, we also cherish the deep need for belonging to a group of like-minded people.
Network building on the Web is a visible sign of this. This also continues in online gaming. The most popular games are community games. And most of the time, it's not just about getting badges and higher levels, it's also about being accepted into prestigious communities and guilds to win together.
Social networks are nothing more than new refuge and modern forms of herd instinct. “Social media is just the digital equivalent of a fundamental human need. We want to be connected, make a difference, have influence, be missed, ”says online expert Seth Godin.
Social networks are interconnected catalysts
In times of isolation, creeping isolation and social autism, collaborative companies can give people a home. Especially the young generation, where there are so many key and patchwork children, is looking for new forms of coexistence. And in digital networks these are found.
The attachment to such “elective relatives” puts millennials above other values. They feel connected to them through the same attitudes towards life, similar worldviews and shared experiences.
In his peer-groups you help each other with good advice and stands for each other. You influence your life decisions and do the same things. Status comes from what you do for others, and not from who you are.
Horizontal loyalties are more important than vertical
Former loyalties were vertical. For example, a die-hard Siemensian - a Siemens employee - was loyal to the company for a lifetime. Such topdown loyalties are eroding at the moment.
There is no longer the unconditional sovereignty of authority. Horizontal loyalties have taken their place. Networks have replaced the hierarchy as a principle of organization. And they are everywhere to the safety net, where conventional safety nets fail.
Because the so-called “strong ties”, which included traditional family groups and lifelong employment, are threatened with extinction. In their place are the “weak ties”.
All five loyalties must be developed
The loyalty of the younger generation belongs to the peers, the circle of friends, the loose relationships in the professional and private sphere. They are connected with one another.
Overall, all five loyalties need to be developed. If one of them falls by the wayside, this has a detrimental effect on the loyalty behavior of the employees. Which of the five is in the foreground differs from person to person.
For example, while the loyalty of the “Analog Senior” belongs primarily to the company, the loyalty of the “Digital Natives” belongs to their network. For them, their own employer is nothing more than one of several networks in which one moves in parallel.
Companies that are able to reproduce network-like structures are worth a longer stay for them. Organizations, on the other hand, who forbid them to live their network loyalty, are not considered for digital natives.
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German edition: ISBN 9783965963948
English version: ISBN 9783965963955 (Translation notice)
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