When it comes to the competitiveness of a company, the “human resources” factor plays a major role. However, this is not only about the qualifications and experience of the company employees, but above all about their emotional bond to their company. The
The loyalty of German employees to their company
It is an alarming fact that in Germany only a small proportion of employees have a real commitment to their company, namely only one in seven employees. About a quarter of all employees without any emotional attachment have already resigned internally. The vast majority of employees – and that is one in six – have only a very low emotional connection to the company. The main reason for the relatively low employee retention is found to be a lack of leadership understanding on the part of management. There is obviously a lack of the type of boss to whom the employee can turn with confidence, especially with problems that lie outside the work area.
Increasing the attractiveness of the company for the employee
A company lives from the performance of each individual employee, which is why it should definitely invest in emotional employee loyalty. Employer branding is therefore the appropriate instrument for managers to achieve improved employer attractiveness. With employer branding, an “employer brand” is built up and maintained vis-à-vis employees and externally, which positively distinguishes the company from competitors. However, brand-specific leadership also includes a good understanding of leadership on the part of employees and thus makes a significant contribution to increasing the emotional bond of employees to their company. Employees want to have meaningful work in which they are taken seriously and in whose planning and responsibility they are involved. They want their achievements to be recognized, to receive praise for exceptional effort, and to feel a certain security and satisfaction as well as a good atmosphere in their workplace. If all these conditions are not present or only slightly pronounced, then the employee draws the consequences by only doing “work by the book” or changing jobs.
How much employees are connected to their company compared to the past
In the past, when people still knew each other in the company, employees’ children were taken into account when hiring and the pension scheme was provided by the company, there was certainly a strong connection between the employee and “his” company. Back then, work on Saturdays was normal and overtime was a matter of honor. Since 2005, when Agenda 2010 with its “hire and fire” principle was implemented nationwide, the wage and price structure was wantonly destroyed, and the temporary employment agencies opened up a second cheap labour market, many employees have realised that their idealism is of no use to them at all. If you’re just a number, you don’t make any effort at work anymore. In the meantime, this shortcoming has not really been compensated for by brand strategy measures to increase the attractiveness of the employer, but has only been vividly concealed. The proportion of employees with an emotional attachment to the company is now – in 2014 – back at the same level as at the beginning of the study – in 2001.
The causes of low emotional employee loyalty to the company
High fluctuation, increased sick leave – often due to depression – and listless work are just some of the symptoms of the inner refusal of the workforce. The current labour disputes show that they even have to fight for their well-deserved wages. As long as insecurity and existential fear, bullying and bullying determine the working atmosphere, no increase in the proportion of employees with real emotional attachment to the company can be expected.
What experiences do you have? We look forward to your comments!
Image source: Fotolia.com, Photographer: opolja
