Of course inspiring staff increases loyalty and helps to avoid as much turn over. A workplace a lot of the time is like a second home and I believe that the employer/management are responsible for maintaining an environment where staff feel encouraged, validated and appreciated if they want their loyalty. They also need to offer them a sense of stability which comes from time invested so they won't feel the need to explore other avenues. It is a given that people generally go to work to get money and they should do the job they're getting paid for regardless but if longevity, dedicated staff and a harmonious workplace is desired the employer/management are responsible for creating it and giving their staff a reason to stay . As for the blow ins, every workplace gets, focus on the loyal ones.
Yes, I agree that employers need to work harder at inspiring their workers' loyalty, thus promoting continuity and reducing turnover because workers are the heart of a company's success. Whether they know it or not, people join a company because they believe in the company's mission. Employers need to remember from the start why they hired that person, and how the company can utilize the person's talent.
It seems that many businesses today are treating their workforce as disposable. But, many of the most successful companies in the world are well known for offering a great employee experience. This does tend to inspire loyalty in the workers, especially in fields that are highly competitive. There is more to a job experience than pay, after all.
When employers lose employees, there is wasted time and money training new ones and getting them up to speed. If employers provided more incentives to stay, this would not be a problem. It would make businesses run more smoothly and save them money in the long run. Happier employees are more productive as well.
Currently, in the job market, many jobs experience a high degree of turnover, as workers frequently come and go. This leads to workers that are not very experienced in their jobs, which reduces efficiency. Employers should work harder to capture an employee's loyalty, as a long-term employee is usually more experienced and, thus, more skilled at a job, than a short-term one.
The business world has shifted quite a bit and companies have gotten more concerned about profit margins and numbers instead of their employees. By doing this, they have a large turnover rate and therefore the quality of work suffers. Because the quality of work suffers, so do the profit margins. It has created a vicious circle. If the companies would build loyalty, it could keep quality employees on instead of making them turn to other jobs that they feel will respect their work.
As companies work harder to inspire their workers' loyalty, they will increase productivity due to the employees feeling valued and related to the company. In many studies, a sense of belonging causes people to increase their productivity and commitment. If employers work harder to promote this loyalty, they will increase the amount of productivity and commitment the employees set forth. Employees will remain with the company longer and be more dedicated.
Lead by example. Employers today seem completely unaware of how important it is to keep morale up. Good employees leave and the company wastes money and time training new people simply because the bosses don't care about people who make up the company. Everyone needs an "atta boy" now and then. Everyone needs to feel like what they are doing at work makes a positive difference. If employers can't convey their appreciation for their employees, they won't be able to keep them long.
Employers who treat their employees as replaceable commodities often end up employing people who do not care about the quality of their work, they are just there to earn a paycheck. When employers show they care about their employees and do things to inspire loyalty, not only will the turnover decrease but workers will be happier and feel more inclined to excel in their jobs. This will result in higher quality of work and ultimately, more satisfied customers.
While the efforts of management or an employer to encourage employees and elevate morale are certainly admirable and serve as an advantage to both employer and employee, I do not think it is reasonable to expect employers to increase such efforts. Employers need to focus on the big picture of the company and spend their time minding to the overall health of the organization, not running around praising and glad mouthing employees.
The most effective form of running a business is simply doing what is best for the company in question. Doing this will eventually lead to a more productive business, a more profitable business, more jobs, more tax payers and a more competitive environment on a global scheme. That is necessary to keep the dollar and the workers healthy and profitable.
In a tight economy, the burden is on the employee to prove their worth. Employers should not have to earn the loyalty of employees when there are lines of people waiting for a chance to take the job and receive the salary. Employees should equate salary with motivation.
If employers have the ability to hire and fire at will, loyalty to the employer will be based on pay, a culture of respect, and work environment. While a culture of respect will help inspire loyalty, it's greater matter is improving work relationships. More people leave employers because of a bad boss, cruel coworkers and closed networks for which those without connections cannot advance. Singing praises for the company and wearing T-shirts doesn't make up for a corporate culture that doesn't require treating people right. However, an effort to inspire loyalty fails if the pay is poor or the work hazardous. Higher pay and benefits are worth more in efforts to attract and retain people than a perpetual ad campaigns. Being treated well by coworkers and preventing harassment does more than blind love to an abstract entity. But when there is high pay, strong benefits and an ethical corporate culture, corporate loyalty efforts will help retain workers. But it is only one small factor in a larger picture.
It wasn't so very long ago that one worker could confidently expect his whole career to span just 1 or 2 companies his whole lifetime. But those days are in the past. Nowadays, it's all about how many skills you can bring to the table. And the only way to get a wide variety of skills usually involves jumping from one company to the next to acquire those skills and to hone those skills. Company loyalty is a thing of the past, so why should business owners worry themselves about reducing turnover when it's here to stay?