Increase Your Employees' Loyalty

3 Harmful Tips That Won’t Let You Increase Your Employees’ Loyalty

November 30, 2023

The success of a business depends on the effectiveness of its employees. And it depends on their involvement in the company’s affairs and loyalty to the company and management. According to Gallup, only 23% of employees are involved in their work. The rest either perform the minimum of their duties or don’t even do that. In order for loyalty to be high and constantly strengthened, it isn’t enough to just pay good money and provide a comfortable schedule. Communication within the company and a culture of feedback are also important.

Not Communicating With Employees

A manager’s job is to lead, not to ask everyone how they are doing and feeling. It’s enough to set clear and understandable tasks for subordinates, control their fulfillment, accept the result, and pay for it in time and with dignity. This will be enough for most employees to work productively. Moreover, communication takes up a lot of time, which should be spent on strategically important tasks. And subordinates can communicate among themselves.

This tactic runs the risk of causing several problems. First, there will be a kind of wall between management and employees, and employees will have a feeling of detachment, which can reduce their involvement in work and the effectiveness of communication. And this isn’t conducive to productivity. Secondly, secrecy will develop inside the company, as employees aren’t sure that their opinions and problems mean something, and therefore, it’s better to keep silent.

Communication between management and performers is one of the key points in building employee trust in their superiors and in the company as a whole. It can be either group — at team or department meetings — or one-on-one. Ideally, both options should be combined, but with different frequencies. You can communicate with groups once every 1-2 weeks and individually with employees once a month.

It’s important to establish communication between the manager and subordinates and make it open and trusting. It’s necessary to let employees know that they can openly voice their opinions and ask the manager questions that concern them.

Not Praising Employees For Their Achievements

Good employees should strive to work at the limit of their strength, constantly jump above their heads, and set new labor records. There is nothing to praise; these are their duties, for which they receive their money. Moreover, too many good words can worsen labor discipline and relax a person so that they will start playing at and watching movies instead of working.

Strict tactics have their advantages, but the complete absence of positive feedback reduces the employee’s self-esteem and their desire to work productively. Praise helps people feel their importance as employees, believe in themselves and their strengths, and see that managers are attentive to their subordinates. If managers care about their subordinates, they become more motivated to work.

Praise can be given for different aspects of work. For example, for a useful idea during a brainstorm, if the rest of the team developed it and turned it into a successful project. Or for completing a task ahead of time, especially if the conditions were difficult and the employee worked harder than expected. Or for the ability to build relationships with colleagues, partners, and clients.

It’s important to show why the employee’s achievement is valuable and what exactly deserves praise. For example, if an employee has been promoted, tell them exactly what qualities and actions raised them a step higher and how they helped the department and the company.

Not Asking For Feedback & Not Learning Anything From The Team

The main task of an employee is to do their job, and the manager should see only its results. It doesn’t matter how hard or easy it was for employees to do this task, how they overcame difficulties, whether the task was clear to them, how well the team was assembled, or whether they could start working productively right away. If there is a result and it’s prepared on time, the rest doesn’t matter.

With such a mindset, the manager runs the risk of tension building up in the team due to difficulties and conflicts. Employee weaknesses and problems will accumulate and worsen, which will eventually lead to serious problems for the company’s business results.

Regular feedback is one of the conditions for stable business development. Feedback helps see problems in time, which may become a disaster for the company in the future. For example, an employee often makes mistakes, fails to cope with tasks, but is afraid to tell the manager about the problems, and one day their mistake becomes critical for sales, financial reporting, work with clients, and so on.

Collecting feedback increases the level of trust employees have in the manager. They see their interest in their opinions and answers.

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