Companies and Employees: The Reciprocating Relationship of Disloyalty

At any point in time approximately 5% of the working population is in transition of either leaving a job or taking a new one.  The Bureau of Labor Statistics states millennials between the age 20 to 24 expect to stay in their jobs only 16 months, for those between 25 to 34, it is around three years.  The verdict is still out on Gen Z, but the expectation is that their tenure is not likely to increase.

Recently, I have been contacted by a multitude of friends and colleagues on how to negotiate newly received offers.  While the art of negotiating an offer is critical and creates a lump in ones throat, the other pending dread is when do I let my current employer know that I am leaving?  I am amazed and admire the fact that these individuals are equally concerned on how to exit their current employer.  The unfortunate thing is that while these colleagues have a great sense of loyalty, conversely, by and large, companies do not; thus begins the reciprocating relationship of disloyalty.  With a climate where droves of employees are being laid off two to three times a year, it makes the timing of letting a company know you’re exiting difficult. Rarely is there ever discussion about exiting prior to a resignation letter for fear of being considered disloyal or disengaged.  It doesn’t and shouldn’t be this way. 

Consulting companies are the best at not only making exiting a painless process; they will help you make the transition.  They have set up internal career service centers that not only help their employees; they help external companies find this valuable talent.  You know what happens when companies do this? It creates loyalty for life.   Even better than most graduate career service centers, consulting companies work as hard getting their employees into other companies as they do their own.  I’ve even seen them showcasing where their talent has landed.  Granted this act is not completely altruistic, the win is they have a much better opportunity of getting additional contracts if they have an “ex-er” on the inside.

You have often heard the phrase that employees don’t leave companies they leave managers.  While this happens occasionally, I would tell you more often than not, this is not the case.  People leave companies for a plethora of reasons: family issues, dream jobs, geography, just to name a few. Typically though, the decision to leave is difficult and filled with some, if not a lot, of trepidation.  Companies that adopt a mantra of “employees for life” will go a long way to creating a loyalty far and away above those that send-off  employees with a cool so-long.  Below are some benefits of creating employees for life,

• Ambassadors for future talent
• Ambassadors for employment brand
• Opportunity for boomerang talent (talent that comes back)
• Maintain former employee as a customer, thus ambassador for consumer brand
• Enhanced talent management (reduces surprise exits, or even better, retain the talent)
• And the obvious, reduced talent acquisition and increased talent retention

While adopting a philosophy of “employees for life” may feel awkward and even counter-intuitive, the data will show it is actually a huge bridge to loyalty.

The forgotten element whether talent is coming or going is that to the talent it is very personal.  They are flooded with thoughts of being valued, finding co-workers they love and trust, what will the new environment hold?  For the company it is business: who will take over this project, who will manage the budget, who will take care of my customers...etc? One is personally centered and the other business centered. It would serve companies well to remember it is simply good business to keep talent on your team wherever they call home.