Loyal... for a change?

MY DAD did not change more than three jobs during his entire working life. I didn't stay more than three years in one! Hop, skip and jump was the motto to get the best of `organisational experience' for myself and climb the ladder of professional success faster. Till recently employees were ready to switch companies at a moment's notice and for a `few dollars more' (pardon the bad pun). Loyalty was another euphemism for people who couldn't face the rat race. Or so one thought...

But times are a changing. Loyalty is cool! Again.

The idea of spending one's entire career in a single company may have been a living nightmare for most professionals in the 90s. But with knowledge management becoming every corporate house's fervent chant, long- term employees are gaining respect and showing how valuable they are!

Employees who have been with an organisation only for a few years may find it difficult to develop or understand the level of loyalty some others find so easy. But in times of crisis, it is this sense of commitment that can often be a saviour.

An international company like Avon believes in developing its current employees to provide a pool of in-house talent to meet any future needs.

This strategy has worked beautifully because all the employees pull together whenever there is an external crisis or when the company is going through a lean phase. Avon Vice President, Deborrah Himsel feels that it is the long term, committed and loyal employees who lead the way during tough situations.

Building blocks

The present economic situation provides the employers with an excellent opportunity to build this commitment and loyalty amongst employees. Wise employers will provide a warm and welcoming workplace, desirable working ambience and encourage diverse people to work in close knit and cohesive groups. One way to do this is to create an environment of fun and easy camaraderie. Employees should want to come to work.

Himsel believes that presently both employers and employees are looking at building long term relationships. This will show itself in increased productivity.

Back in them good ol' days, employers and employees had an unspoken contract of mutual and interrelated loyalty, a sense of reciprocity.

The organisation promised `lifelong security' (read job) and in turn, the employees committed themselves 100 percent to the company and remained till retirement.

However, all this changed with global corporate mergers and reorganisations. The corporate message now was, `you are responsible for your career and we cannot take care of you for ever.' Investing in people was over. The employer-employee relationship had become mercenary.

With workplaces no longer offering a `job for life', everyone seemed to focus only on his/her personal agenda. Companies also maintained employees only as long as they provided the necessary boost. Employees frequently jumped jobs, maximising pay hikes and training credits for added leverage with their next employer! The dismal truth is that they still do it !

But, such attitudes are undergoing a gradual and barely noticeable change. Organisations are actually looking to see whether internally promoted people are as, or more productive than those hired from outside at fancy salaries.

Bringing skilled people from outside to supplement the skills that your organisation lacks may be a wise thing to do, but going overboard with it is definitely unwise. Investment in people to improve their skill levels-- skills those are transferable and give them the security of lifelong employment, is what is needed. If the organisations commit to this cause, they will gain the commitment of their workforce in return.

Though in the last few years the virtue of loyalty had been reduced to mere brand marketing stunts, it is time employees thought of `what's best in the long run' rather than `what's good for me now'.

After all, loyalty still remains an old fashioned virtue that has begun to regain its dulled sheen!

PADMA

padma.hyd@cnkonline.com