Personnel loyalty is a correct, sincere and respectful attitude towards management and employees. Formation, assessment and methods of increasing loyalty. Personnel loyalty as a condition of professional motivation Loyalty to the employee

Earning the full trust and support of employees is sometimes more difficult than introducing a new work system or reorganizing the workforce. Loyalty of personnel, as unconditional support of the management, principles and policies of the company, is achieved through the joint work of the top management and the personnel department of the company.

In this article, you will read:

• What is staff loyalty and what it gives to companies
• What are the factors and parameters of staff loyalty?
• How does the formation and development of personnel loyalty take place?
• How to assess staff loyalty

What is staff loyalty

Loyalty of staff- the level of motivation of the employee, at which he shows loyalty to the company, interest in its success and willingness to efficiently and efficiently perform their duties. An important component of employee loyalty is confidentiality, which guarantees the economic security of the company and a healthy psychological atmosphere in the team. Loyal specialists are satisfied with their work, are interested in achieving common goals, and not only their personal results. A team of loyal employees works as a single mechanism, achieves the set goals, follows the procedures and laws established within the company.

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If you do everything yourself, employees will not learn to work. Subordinates will not immediately cope with the tasks that you delegate, but without delegation, you are doomed to time pressure.

We published in this article a delegation algorithm that will help you get rid of the routine and stop working around the clock. You will learn who can and cannot be entrusted with work, how to correctly assign a task to complete it, and how to control personnel.

The loyalty of the company's personnel means the unity of the organization and the employee, where the second is a unit of the overall system. Loyalty - trust, a positive attitude of a person to any person or object.

Loyal staff is distinguished by a creative approach to task execution, high efficiency, involvement in the work process and sympathy towards colleagues and bosses. These employees try to contribute to the common cause and avoid mistakes and failures that can harm the success of the company. Loyal attitude to the management includes respect, acknowledgment of high professionalism and authority of the leader, there can also be a human disposition, participation.

Main parameters of staff loyalty

The main characteristics of employee loyalty to the organization: unconditional, voluntary adherence to informal laws aimed at achieving results.

The secondary characteristics are:

• demonstration of loyalty;
• friendly atmosphere in the team;
• similar principles and goals of the employee and the company;
• the determination to sacrifice personal interests in favor of the interests of the organization;
• the desire to give all the best, to work out your part with high quality;
• conscientiousness, sincerity in relation to the subject of loyalty;
• genuine joy from the opportunity to work in this company;
• interest in the result.

What affects the loyalty of the company's employees:

• organization of working conditions;
• the attitude of superiors to subordinates;
• personal characteristics of employees.

What are the components of the loyalty of the organization's personnel?

People are interested in working in an organization because of its popularity, a big name, good wages, a guarantee of social security, and a good relationship within the team. The attitude of the management to the employees is also important. Loyalty is also influenced by the personality of the employee, his character, life principles and goals, personal experience. Working time in an organization directly affects employee loyalty: the longer a person is a part of the company, the more loyal he is to it.

The loyalty of the company's personnel consists of three factors:

1) Emotional - positive emotions associated with the company, its team, relationships with colleagues, and the internal atmosphere. It manifests itself depending on the person's desire for communication, interaction with the team, participation in the life of the organization.

2) Pragmatic - based on the awareness of the advantages of working in a given company, the desire to keep your job. Loyalty is dictated by personal interests.

3) Regulatory - associated with the fulfillment of these obligations or compliance with the clauses of the employment agreement.

What is the essence of staff disloyalty

A manifestation of staff disloyalty can be considered:

• dishonest attitude, fraud ;
• disregard for the basic principles of the company, disrespect for them;
• priority of their benefits over general goals;
• rudeness in communication;
• non-compliance with obligations, etc.

Approximately 30% of employees admit that they embezzled their employer's money or property. Almost 60% admit to other misconduct against the company. The figures are given by the American Institute of Justice; 9 thousand employees of various organizations took part in the study. The organizers of the survey claim that the size of theft of employees in small businesses alone exceeds thirty billion dollars annually.

In our country, such studies have not been carried out, but, most likely, the scale of theft would be astounding, and they would never have been made public.

What are the levels of staff loyalty

Before outlining the methods of increasing loyalty to the company, let us list the loyalty levels according to the classification of the Russian trainer-consultant Konstantin Harsky :

1. Zero loyalty is not an established opinion about the company associated with the arrival of a new job and with a lack of knowledge about its features;

2. Latent disloyalty formal fulfillment of requirements and compliance with internal laws out of fear or desire to receive a reward;

3. Open disloyalty, hostile, derisive attitude to the priorities and principles of the organization, fraud, regarding the company only as a source of personal gain;

4. Loyalty at the level of external attributes - adherence to the corporate style, which emphasizes the belonging of the company, prevents the employee from showing his insufficient loyalty;

5. Loyalty at the level of actions - the employee takes part in all events, traditional meetings, informal meetings, follows the ceremonial established in the company. This level of loyalty is easily achieved by the majority of staff. Even if the employee is a beginner, it is enough to repeat the actions of other employees. Shared rituals increase discipline in the team, but to supervise the work of colleagues, a level of loyalty that is higher than the general one is required;

6. Loyalty at the level of conviction is characteristic of middle and senior managers. These people are interested in the success of a common cause, are involved in the work process, unconditionally recognize the authority of the leadership;

7. Loyalty at the identity level - the highest level of loyalty when an employee associates himself with the company. Such a specialist is the most able-bodied, achieves the best results, devotes himself to work with dedication, sees his future in work in this company.

It is possible to analyze and identify the levels of loyalty of all employees, but the difficulty lies in the fact that this variable is volatile. Loyalty can rise or fall under the influence of various factors, change depending on the behavior of the management or the principles of loyalty assessment adopted in the organization.

Building employee loyalty: 11 ideas to make your employees happier

1. Corporate sports. It is a common practice for a company to rent a gym for its employees, where they can do yoga, fitness or play team sports outside of working hours. The costs depend on the cost of renting the hall.

• Team building as a way of perfect personnel management

3. Themed dinners. With the help of corporate cuisine, you can organize a themed lunch (dedicated to the cuisines of the peoples of the world, for example). Employees are warned about the event in advance. An atmosphere corresponding to the theme is created in the dining room, background music is turned on, decoration of the hall is possible. It would be appropriate to discuss the impressions of trips around the country, the cuisine of which became the topic of the dinner. Conversation can be initiated by employees personnel department or the head of the department.

4. New Year's video. Video greetings from employees of various departments or branches can be a good New Year's gift for the entire team. If there are foreign representative offices of the company, the video will turn out to be even more interesting, each country can present a congratulation taking into account its national traditions. In order to save money, you can remove and edit the video on your own, since there are plenty of programs that allow beginners to perform high-quality editing. Professional services will cost from seven thousand rubles.

5. Crowdsourcing is an event that has a beneficial effect on the development of company loyalty. Any employee of the company can make his own rationalization proposal by sending it by corporate mail. These can be both ideas for organizing corporate events and proposals for improving working conditions. On a weekly basis, the responsible employee collects these letters, analyzes them and sends them to the relevant departments. Those, in turn, are obliged to consider the initiative, assess its rationality and reality, suggest ways of implementation. It is imperative that an answer be given to each proposal, otherwise the employees will get bored with this undertaking. Prizes can be awarded for the most original or useful ideas.

We organize a corporate theater

Vitalina Levashova, Deputy General Director of the company "Invitro", Moscow

Once I was at a home theater performance and was amazed at how people transform and open up from unknown sides on the stage. I wanted to try to transfer this experience to my work. The head of the personnel department became the project manager. By a happy coincidence, by education, she turned out to be a stage director of concerts and show programs. We hired a theater director to work, and offered our employees to become actors.

The work on the play took 3-6 months. Rehearsals were held every day after work and on weekends. The actors worked on theatrical skills, plasticity, speech. More than once we have hosted master classes from famous artists.

Our debut fairy tale performance was attended by representatives of the back office with their children. We donated half of the tickets to charitable foundations, and the rest were sold in our team for only 100 rubles. We donated the proceeds from the sale to charity. The next performance was based on the work of A. Ostrovsky. The entrance to the auditorium was organized by invitation cards. Then we put on a musical about love, dedicated to the work of the ABBA group. The performance took place in the thousand-room hall. We combined the performance with the presentation of the annual award for the best employees of the company for 2014.

Our expenses consisted of paying for the director's work, renting halls, the cost of sound engineer services, buying costumes, scenery, and the necessary equipment. We contacted professional recording studios; we rented costumes from film studios. The corporate press and on the company's website published materials about the preparation for the performance and announcements of performances, and third-party media and Internet resources were also involved in the information campaign. The project participants were awarded with memorable gifts.

Theatrical performances help to reveal the inner potential of employees and have a beneficial effect on team building. In total, about two hundred people from the staff of the Moscow and Moscow Region offices were involved in our productions. The first performances attracted more than two thousand spectators. The initiative was picked up by representatives of other regions. Employees from Novosibirsk put on a puppet show for children, invented and made dolls themselves. An interactive show was held in Krasnoyarsk in honor of Children's Day.

6. Expedition. A measure to increase company loyalty through team communication in an informal atmosphere. The expedition increases the level of team cohesion. Expedition members can be selected on a competitive basis by arranging an open vote for all employees.

7. Informal Fridays. The right to choose the topic or format of meetings is given to the team. There are many options for holding such informal meetings: watching new films, board games, literary or musical meetings. The result is a friendly team of like-minded people.

8. Electronic library. The whole team is given the opportunity to read and download e-books from the corporate library. It can be professional literature or works of classics and contemporary authors. It is possible to introduce a special resource where employees can discuss the material read or give their assessment of books.

9. Recreation area. Having a place to stay is good for the development of company loyalty. Table tennis is very popular among office workers. Representatives of both sexes play it with passion, competitions and championships are organized.

10. Competitions. Throughout the year, the company can hold a variety of competitions for its employees. Summarize the results at the New Year's corporate party, where you will hand out prizes and gifts to participants and winners. You can also hold awards in a variety of categories in order to reward success in work and loyalty to the company. Ideally, there should be as many more nominees and awardees.

How is staff loyalty assessed?

Assessment of staff loyalty is necessary if employees openly express their dissatisfaction and negative attitude towards the organization. Mass layoffs, conflicts, low KPIs and negligent attitude to work should become a signal for action for a manager. Various innovations and reorganizations can also become a reason for assessing the level of employee loyalty. Some companies try to hold this event periodically. Analysis of the internal climate of the team makes it possible to take measures to eliminate possible problems at an early stage. Sometimes it is possible to identify non-standard and completely unforeseen causes of conflict situations.

• Telephone sales techniques that are effective in practice

To understand how loyal an employee is to the company, it is most logical to ask him. In order for the results to be as objective as possible, the answers must be sincere, and for this it is necessary to ensure the anonymity of the survey. At the personal request of the employee, the questionnaire can be open. Management can trust the results of such research, and employees can only hope that management will take their comments into account.

To assess the loyalty of personnel, the method of constructing a scale is used, introduced in the late nineties by psychologists Pochebut and Koroleva. This technique was developed on the basis of the scale of "equal-appearing intervals" by the American sociologist Thurstone.

The method of constructing the scale is quite simple and effectively determines the moods prevailing in the team at the moment. The test taker receives a list of statements with a scale of answers. If difficulties arise in the course of work, the employee supervising the survey process should provide explanations in such a way as not to provoke the idea of ​​a specific answer.

The staff loyalty questionnaire may be accompanied by a cover note with the following content:

Dear employee (name of organization)! Here are a few statements related to your company and the scale of compliance. Evaluate your agreement with each of the phrases on the basis of ratings from 1 to 11. Grade 1 means your complete disagreement with this judgment, 11 - its full approval, 6 - neutral assessment. Please match each of the statements to one of the cells on the rating scale. The number of answers for each cell is unlimited.

Reply sheet

Profession ______________ Gender ____ Age ____________

Examples of statements:

1) The goals of the management and the staff do not coincide at all.

2) Usually, the management does not encourage the initiative of the employees in any way.

3) A manager who tells employees about his problems loses his credibility in their eyes.

4) The rapprochement of the manager with subordinates leads to the fact that employees begin to neglect their duties.

5) An effective leader must know how the team lives.

6) The manager must constantly monitor the performance of employees of their official duties.

7) The manager can allow subordinates to violate the rules with which they do not agree.

8) Conflicts between colleagues, which do not affect the work side, do not in any way affect the efficiency of the company.

9) The favorable attitude of the superiors for the employee is more priority than professional implementation.

10) Fanatics of work do the company more harm than good.

11) The financial difficulties of the company should not be reflected in the employees.

12) When making a decision, the management must enlist the support of the majority of the team.

13) The remuneration of each employee must be correlated with his marital status and family income.

14) The salary of one of the specialists should not be ten times higher than that of the other employees.

15) The favor of the bosses influences the promotion of the career ladder, and then the professional merits of the employee.

16) Responsible attitude to your work is the main guarantee of career advancement.

17) An effective employee can be allowed to disregard general rules.

18) In a friendly team, it is more difficult to organize effective work.

19) An employee can point out to management errors in his instructions if they negatively affect the work of the company.

20) Salary for an employee is more important than pleasure from work.

21) Career growth can ruin relationships with colleagues.

22) If work is morally satisfying, money doesn't matter.

23) When employees contribute to the management of the company, it acts more effectively.

24) If the boss does not fulfill his duties, the employee may demand his dismissal.

25) Employees who are patronized by management cannot be trusted.

26) The management turns a blind eye to the misdeeds of successful specialists.

27) The time spent on the way to the office affects the attitude to work.

28) I always take seriously how I look at work.

29) Being late for work is not a serious offense.

30) Additional work must be rewarded.

31) Colleagues should not pay attention to the negligence of the work of one of the employees.

32) The income of company employees should be open to colleagues.

33) If at a corporate party the boss says that tomorrow he will not pay attention to being late, you can take your time to work.

34) If the work of a specialist suits the boss, then there is no point in trying even harder.

35) When issuing a salary, the company should thank the employee, not he her.

36) In the company, the rules are the same for everyone: both for management and for personnel.

Processing of results. The results of the staff loyalty questionnaire are influenced by the statements: 1, 3, 4, 5, 11, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 27, 32, 34. All other points are given for rejection eye. Each answer corresponds to a certain number of points in accordance with the table below.

Gradation

If an employee scored more than 53 points, the level of his loyalty to the company is high, from 54 to 18 points is a sign of average loyalty, the interval between +18 and -18 shows a low degree of loyalty, the result below -18 points is a complete lack of loyalty.

There is another example of a staff loyalty questionnaire. It's big, so I put it in a separate file for download.

What else helps to convince employees to work for you with full dedication

Ivan Kuznetsov, General Director of the "Second breath" plant, St. Petersburg

I really like the famous saying: "The most important thing in a manager's job is to surround yourself with smart people and make them work for you." There are several secrets on how to make your environment composed of smart people who are ready to work for you with dedication.

- Once a week, take time to communicate with employees. On a weekly basis, I try to find time to visit workshops and departments for personal communication with employees. Usually I choose the most free day. I discuss with people both the affairs of the company, work moments, and personal issues. This is really very pleasant for my employees. Without human communication, it is impossible to earn staff loyalty. You cannot buy it, it is the result of constant work with the team.

- Be curious when communicating with employees. Leaders usually do not touch the work of departments, the specifics of which are not clear to them. A striking example is accounting. My personal experience is this: I asked the chief accountant to explain to me the functionality and area of ​​responsibility of each employee of the department and to help determine the principle of evaluating the success of the department. The leader must understand all the intricacies of the functioning of a single company mechanism.

- All employees must be equal, regardless of gender and age. In the beginning, I had a barrier in communicating with employees of the company much older than me, who had experience in managing large companies. As a result, the problem was solved, thanks to the fact that I respectfully communicate with all my subordinates without exception. Relations with my employees never turn into an informal plane, even during joint business trips. In the case of informal meetings on business matters, the tone of communication remains businesslike and respectful.

How does staff loyalty develop in other countries?

Day off Friday the 13th... One of the German companies on this day provides its employees with a day off. Analysis of complaints from clients showed that on this “unlucky” day, employees made the most annoying mistakes, and negotiations most often ended in failure.

Theater hour. One of the Ukrainian consulting firms allows staff to leave the workplace earlier so as not to be late for a performance or concert. A prerequisite for early departure from work is the presence of a ticket for a performance and a report on the event attended in the form of a review, performance of a concert performance or a photo report.

Suite for newlyweds. A hotel chain in France gives its employees such a wedding gift. The room is decorated with bouquets of flowers, balloons, wine and fruits are left in it. Due to the influx of people wishing to get married, the company had to introduce a limit. Now every employee is entitled to a wedding suite no more than once a year.

Paid Day off September 1st- a gift from the Ukrainian transport company to its employees. In addition, the children of the employees receive school supplies and toys from the company.

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Healthy Living Award. This is how Norwegian companies encourage non-smoking employees and those who prefer to travel around the city by bike. Management believes that employees with healthy habits are more efficient, bring more value to the company and, accordingly, increase its income.

Sick leave without documents. Swedish companies care about the health of their employees. Employees are paid up to 80% of their salaries when they are sick, and in order to go on sick leave, you can simply notify your superiors. Nobody requires any documentary evidence.

To work with a child... Swedish companies allow children to be taken with them to work if they are left at home unattended.

Vacation without explanation. In Australia, you can relax for one day without any explanation or sick leave. Due to the fact that many people began to abuse this opportunity for outdoor recreation in good weather, some companies are forced to tighten the measures and require documents explaining the absence from the workplace.

Information about the author and company

Vitalina Levashova, Deputy General Director of the company "Invitro", Moscow. LLC "Invitro". Field of activity: provision of laboratory services (over 1500). Territory: over 700 medical offices and eight laboratory complexes in Russia, Belarus, Kazakhstan and Ukraine. Number of personnel: 5000. Achievements in the field of personnel management: one of the winners of the “HR-Brand Awards 2014” in the “Federation” nomination, the second place winner in the “Corporate Culture” nomination of the “Crystal Pyramid” award (2014).

Ivan Kuznetsov, General Director of the Second Wind plant, St. Petersburg. LLC "Second breath". Business profile: production of bakery, pasta, sausages, dairy products. Number of personnel: 70. Production volume: milk - 8 tons, sausages - 3 tons (per day).

Loyalty (from the English word loyal) of staff does not mean exactly the desire to comply with the requirements of the law. This word in relation to the organization rather characterizes loyalty to the company, its ideals, as well as the willingness of employees to go and develop in the same direction with the team.

A loyal employee is ready to work more and more for the good of the enterprise, while he always acts as required by his job descriptions and in his actions does not run counter to the goals of the company.

Signs of staff loyalty

To make the word “loyalty” more concrete, we can consider synonyms offered by well-known specialists in the field of management (G. Dessler, T. Solomanidina, etc.). Loyalty is commitment, dedication, and trustworthiness. One of the manifestations of loyalty can be characterized by the term "organizational citizenship". This is the behavior of an employee, not in any way enshrined in his official duties, but in every possible way contributes to the development of the organization, pandering to its goals.

Key hallmarks of employee loyalty:

1. They perform informal (not documented) duties that help the enterprise to function effectively (see).
2. They also comply with these responsibilities independently and voluntarily, without coercion from higher-level personnel.

Loyalty can manifest itself at different levels, but it can be determined already at the beginning, according to some external parameters:

• readiness of staff to serve the organization under any conditions;
• voluntary adherence to ethical requirements at the enterprise;
• attachment to the company, desire to contribute to its prosperity;
• attempts to avoid conflicts in the workplace;
• making voluntary proposals to improve the functioning of the company, improve its activities.

Psychologists distinguish two levels of employee disloyalty:

1. Demonstrative or open.
2. Hidden or secret.

Each of these levels has its own characteristics, and they are divided according to unequal levels of danger. Thus, demonstrative disloyalty is expressed in:

• prioritizing the personal interests of the employee over the interests of the company, consumer attitude;
• lies and deceit;
• statements in a dismissive tone about the values ​​and interests of the loyalty object, in this example - the organization;
• termination of agreements with both superior personnel and other employees.

Disloyal employees try to wreak havoc on the well-defined structure of the organization. They will directly ridicule the beliefs of colleagues and question the correctness and appropriateness of the tasks set by the organization.

Signs of actions of employees with latent disloyalty to the enterprise:

1. In the presence of superiors, the disloyal employee will strive to remain neutral to any proposals put forward.
2. Former loyal employees, after contact with disloyal employees, can change their attitude towards the company to the exact opposite.
3. Covertly disloyal and overtly disloyal employees often interact with each other, and in the presence of management, they may try not to betray their connections.
4. Such workers will not protest themselves against the decisions made, but will try to persuade others to their point of view and thereby force them to resent the firm.

Latently disloyal employees can work on a par with loyal ones, but not on a voluntary basis, but on pain of punishment: reprimand, loss of bonuses, dismissal.

The opinions of experts on the factors of formation of employee loyalty were divided: some consider the opportunity for personal growth to be the greatest motivation, while others consider the general atmosphere in the organization. If we combine the conclusions formed from the works of I. Korneeva, K. Harsky, E. Struzhanova and others, the following factors are revealed:

• features of the already formed (organic, entrepreneurial or participatory);
• the possibility of further career growth;
• psychological atmosphere of the team;
• pride in the company and adherence to the common cause;
• attention to employees;
• the system of personal values ​​of each member of the team;
• the degree of risk appetite;
• satisfaction with the level of paid wages;
• management style;
• social;
• achieving goals;
• satisfaction of basic needs.

All of the above conditions can be divided into external (organizational) and internal. External ones are those whose fulfillment depends on the higher management; internal - employees' own motivation, their personal qualities.

Based on the ratio of the levels of loyalty proposed by K. Harsky, it is possible to draw up a loyalty scale (from the lowest level to the highest):

1. Zero loyalty. It is important to understand that the lack of loyalty does not imply disloyalty - this is how you can characterize the attitude of an outsider or a newcomer towards the company who has not yet had time to form his own opinion.
2. Loyalty at the level of external attributes. These are external signs that allow a person to be correlated with a specific company - clothes with company logos, notebooks, circles, etc. Already at this level, an employee psychologically cannot demonstrate his disloyalty, since he has to speak on behalf of the company.
3. At the level of actions. This implies that the new employee copies the lines of behavior set in the team - participation in corporate events, etc.
4. At the level of beliefs. In this case, the employee is inclined to act for the good of the company, correlating his interests with the interests of the team. It is enough if at least 15% of employees reach this level.
5. At the level of identity. This is the highest stage when an employee sees his life in the same way as the life cycle of a company, correlates its ups and downs with his own.

Practical methods for building staff loyalty

Using these methods, you can develop all available forms of loyalty: calculated, emotional and normative and understand how they are formed:

1. Meeting the basic needs of employees. This includes measures to raise wages (see), accept benefits, implement flexible scheduling or training for newcomers and professional development at the expense of the organization. This gives rise to the prospect of long-term cooperation with the same employee.
2. Informing employees about the goals and objectives of the company. In order to attract and motivate as many employees as possible, it is necessary to convey knowledge to them - from informal methods (organization of corporate events) to strictly official actions (conclusion of agreements on non-disclosure of information about the company).
3. Development of the level of self-realization of personnel within the company, involvement in collective activities. This includes the introduction of incentives for activity, the reduction of the hierarchy between employees, the principle of "free table", training, etc.

It's best to use more than one proven method to gauge how loyal a firm's employees are. Only then can the result obtained be considered reliable.

Assessment methods:

• checking staff turnover statistics;
• interviews with employees (if quick research is required, you can choose not just representatives of different industries, but study those departments where problems are most clearly visible - constant staff turnover, etc.);
• temporary observation of the behavior of personnel;
• periodic questioning. The most popular and proven questionnaires are the Thurstone scale questionnaire, the express questionnaire for identifying loyalty, as well as questionnaires on the topic “Understanding the company's goals”, “Show of concern”, “Personnel satisfaction”, etc.

Interesting Facts

• The largest number of manifestations of the highest level of loyalty was recorded in Japan, at enterprises with a life-long employment system.
• The introduction of competition within the enterprise (for example, the rolling title of the best employee of the month) not only does not contribute to the separation of the team, but also vice versa, is considered one of the best ways to raise the level of loyalty to the company.
• For more than 64% of people, the opportunity to participate in a loyalty program becomes a decisive argument in favor of cooperation with a particular company.

Measurement and evaluation are the foundations of any business. Evaluation shows what the company is thinking and doing. And the choice of indicators to measure the level of loyalty predetermines the thinking of employees and further actions of managers.

The study of personnel loyalty is dictated by the need to resist the negative trends of recent years, associated, which entails loss of profit and competitiveness of the enterprise. It is extremely important to understand this especially for Russian companies.

Since a competitive environment has not yet been formed in the Russian economy, encouraging owners and employers to make the necessary efforts to assess and strengthen staff loyalty.

However, world experience shows that in the conditions of an unstable market economy, it is precisely those enterprises that survive that constantly take care of the loyalty of their personnel. Devotion, understood as the highest personnel to the company in which they work, and the willingness to support it in difficult times is an integral and main result of the work of the entire management and especially the personnel department.

The main tools for researching staff loyalty.

Three methods have become the main tools for researching personnel loyalty:

1. The scale for measuring the loyalty of the organization's personnel L.G. Pochebut and O.E. The Queen.

2. The scale of "organizational loyalty" D. Meyer - N. Alain.
The Organizational Loyalty Scale methodology was proposed by John Meyer and Natalie Allen (Meyer J. P. and Allen N. J.) in 1990 in a version consisting of three subscales in accordance with the author's three-component model, eight questions each.

In accordance with the model, the authors identify three approaches to loyalty that explain the nature of the relationship between the employee and the organization, which reduces the likelihood of voluntary employee leaving the organization: emotional attachment to the organization, awareness of the costs associated with leaving the organization, and a sense of commitment to the organization.

ENPS net employee loyalty index

The eNPS or employee Net Promoter Score is an index of net employee loyalty, which allows you to assess their satisfaction with the company.

In other words, are employees satisfied with their work in your company and are committed to joint development, or are they disappointed with cooperation and are ready to switch to another employer as soon as a better offer appears on the market.

Reference:
The Net Promoter Score is a relatively young methodology for assessing business success. In 2003, it was presented as a very simple and quick way to identify customer loyalty. An American marketer who has published many works on customer loyalty, Frederick Reicheld proposed measuring customer loyalty by asking them about their willingness to recommend a product, service or brand to their friends and relatives. An innovation in this technique is that the client is asked to rate how confident he is in the product in order to "put on the line" his reputation in the eyes of those whose opinion is important to him.

Over the past ten years, this method has gained worldwide fame, it has been adopted by such international companies as American Express, Procter & Gamble, Amazon, Apple, Philips, Sony.

Among Russian companies, NPS is measured by telecommunications companies (MTS, Beeline, MegaFon, Dom.ru), insurance companies (Ingosstrakh, Rosgosstrakh), banks (Alfa-Bank, Home-Credit ), many restaurant and hotel businesses.

More and more companies are implementing this index as a key indicator of their performance and also in assessing the loyalty of company employees to the company.

How is the eNPS Index calculated?

Employee satisfaction is assessed by questioning employees on two issues.

The second is "What is the main reason for this assessment?"

After the survey, the results are analyzed.

For the analysis of an employee, companies are conditionally divided into three groups:

Promoters - employees who gave a rating of 9 or 10. That is, employees who are loyal to the company, act in its interests and are ready to recommend it to their friends.

Neutrals are employees who gave a score of 7 or 8. That is, those who are not in the mood to recommend it to their friends or acquaintances. The neutrals are most often passive employees, who are, in principle, ready to change the company.

Critics are employees who rated it in the range from 1 to 6. That is, those who are disappointed with the work in the company are more likely to be actively looking for an alternative and will never recommend it to their friends.

ENPS score is the difference between the percentage of Promoters and Critics. Accordingly, the more your employees are Promoters, the stronger the “foundation” of your company and the more prerequisites it has for active growth and development.

Simply put, the formula for calculating eNPS is as follows:
(number of promoters - number of critics) divided by (number of respondents) and everything multiplied by 100.

Example: You have received 100 responses to your survey.
10 responses ranged from 0 to 6 (“critics”);
20 responses ranged from 7 to 8 (“neutrals”);
70 responses ranged from 9 to 10 (“promoters”).

Calculating the percentages for each of the groups gives you 10%, 20% and 70%, respectively.

Subtract 10% ("critics") from 70% ("promoters") and you get 60%. Since the eNPS score is always displayed as a whole number and not as a percentage, your NPS score will be just 60.

What information does the NPS index provide?

An index with a plus sign indicates the prevalence of loyal employees over critics.

Consequently, the higher the index, the less staff turnover you will have and the likelihood that the company will come "strong" staff, based on the recommendations of existing employees.

If the index is 0 or takes a negative value, the situation becomes critical. Active and valuable employees may leave soon, and then there will be problems with hiring new staff, based on possible negative reviews about your company.

Please note that often problems in the company arise due to the low loyalty of employees whom the company has instructed to maintain direct contact with Clients.

The eNPS index will allow you to objectively assess how ready your company is for active development and growth at one time or another of its existence.

Trending answers to the second question allows you to respond quickly to issues of corporate culture, motivation tools, job satisfaction, etc.

Regular measurement of the eNPS level will give you an idea of ​​the mood within the team, allow you to assess the stability of the company and employees, employee satisfaction with your company's policy, the level of remuneration, social benefits, etc.

The analysis of the eNPS index contributes to the high-quality construction of a culture of relationships within the company, the organization of a clear team structure and the development of a strategy in the field of personnel development.

A low loyalty score for the participation of company employees in decision-making indicates a high likelihood of resistance to changes that the company's management will try to carry out;

With a low loyalty index, employees are not so loyal to the company as to share with it the risks associated with choosing an active competitive position for business growth / expansion in the near future;

The personnel development program must be consistent with the strategic goals of the enterprise.

Conclusions:

Regular measurement of the eNPS level will allow you to objectively assess the loyalty and satisfaction of your company's employees and, as a result, the willingness of the team to go with you to long-term goals.

Which is directly related to the increase in profits and the increase in business efficiency!

1. Employee loyalty is not an abstract indicator, but a powerful driving force!

2. Staff loyalty must be measured and monitored!

Reference:
According to the research results of the NAFI Analytical Center, conducted in 2016, only 15% of employees of Russian companies are ready to recommend their employer to friends, and 62% are not satisfied with their place of work. The average NPS is -47 points.

Practical recommendations for the formation of employer attractiveness in the labor market.

1. Formation of an internal image with the help of corporate values, rituals, mission and the formation of a single community "We".

2. Development of measures to improve the in-house communication system, constant monitoring of the level of conflict.

3. Development of measures to promote the company's services, building long-term consumer preferences, developing marketing campaigns and campaigns aimed at generating demand.

4. Using the potential of the mission, values ​​and norms of the company in creating the image as a resource capable of creating the individuality of the organization, increasing the efficiency of the image in order to form the loyalty of both company employees and external target groups.

Loyalty of staff

Building employee loyalty is more difficult than making cosmetic improvements to human resources or introducing technological innovations. Devotion, understood as the highest degree of loyalty, trust of the organization's employees and the willingness to support it in difficult times is the main result of the activities of the entire management of the organization and, first of all, its personnel service.

Loyalty can be defined as the degree of acceptance by an employee of the organization's goals and values, manifested in actions and behavior that are conducive, contradictory or neutral (not harmful) in relation to the organization's activities.

Loyalty is a consequence, the result of the process of identification, self-identification of the employee with those requirements that make up the ideal image of the employee, which is seen by her management and the majority of personnel in connection with her mission and values ​​and materialized in actual actions and behavior.

The level of loyalty is an indicator of the satisfaction and quality of relations between employees and the administration, a characteristic of the degree of trust of subordinates to managers. According to the results of a global survey of employee loyalty, only 34% of employees are completely loyal or devoted to the company, and the rest are divided into those who work in this organization due to the lack of an alternative (31%), into those who are ready to leave at any moment (27% ), and those who can, at a convenient opportunity, go to another job (8%).

Loyalty can be both real, actual, and external, ostentatious, demonstrated. Thus, the loyalty of an employee to an organization can be assessed by measuring the amount of his personal contribution to the achievement of the company's goals. From the point of view of management, loyalty is important as an integral characteristic of the labor behavior of the personnel of the organization as a whole or employees of individual structural units.

Loyalty of staff: 1. Signs of loyalty

To characterize the considered aspect of employee behavior, the following concepts are also used: loyalty (G. Dessler), trustworthiness, commitment (T. Solomanidina), etc. One of the most authoritative specialists in organizational behavior, S.P. Robbins uses another term to denote the highest degree of loyal behavior - organizational citizenship. With this term, he denotes behavior, mainly due to the "goodwill of the employee", not related to the formal requirements fixed in regulatory documents (charters, job descriptions, etc.), but at the same time, and this is the main thing that contributes to "effective the functioning of the organization ".

Thus, there are two main signs of employee loyalty to the organization:

The presence of certain, nowhere officially recorded obligations, consistent with the goals and interests of the organization;

Voluntary compliance with these obligations without any external pressure.

Like any other human property, loyalty can have varying degrees of actual presence and manifestation - from minimal, low, to high and maximum. The creation of such a jackal presupposes the choice of indicators that are available for observation and clear fixation of signs corresponding to certain levels of loyalty manifestation. Such indicators (at a subjective level) can be, for example, attachment to an organization, a willingness to work conscientiously in it under any conditions and with full dedication, voluntarily follow the ethical prescriptions of corporate culture. Here you can add the desire to avoid destructive conflicts in the process of labor interaction, the constant introduction of proposals related to improving the work of a department or organization as a whole, etc.

Loyalty of staff: 2. Objective indicators of loyalty

Objective indicators of loyalty are compliance with the established work schedule, absence of delays, absenteeism, timely and high-quality performance of production tasks, proper operation of tools and equipment, maintenance of the workplace, compliance with technological requirements.

Staff loyalty depends on a number of factors, divided into three groups:

Factors associated with objective working conditions in a given organization and at a given workplace;

Arising from the views and attitudes of management regarding human resources;

Personal characteristics of employees.

Work in an organization can be attractive to an employee due to its wide popularity, high status, good salary and social package, stable nature of the production process, and a comfortable psychological climate. Loyalty is also directly related to the quality of management's attitude to staff. To what extent do employees feel cared for by the administration? What does she do to create an atmosphere of confidence in her actions? Are the actions intended to create such an atmosphere sincere, or are they just a tribute to a formal ritual? Answers to such questions, based on objective data, will be indicators of loyalty.

Finally, on a subjective level, loyalty as behavior depends on the personality of the employee. Someone is not inclined to change jobs often, while others, on the contrary, cannot work for a long time without changing jobs. Some prefer to make a professional career in the organization in which they started working, others build their career growth, moving from one organization to another. This is mainly due to the character, upbringing, individual needs, values, life experience, and not with the objective properties of the organization. Obviously, there is a positive relationship between the degree of loyalty and the length of service in the organization: the longer an employee works in it, the higher the level of his loyalty.

Age and marital status are also of great importance. According to research data, 61% of those wishing to change jobs are young people aged 22-29. These are unmarried men or single women who view the organization in which they work only as a stage in their careers.

Loyalty of staff: 3. Disintegration of employee and organization

Building employee loyalty is much more difficult than making external cosmetic improvements to HR policies or introducing some kind of technological innovation. Devotion, understood as the highest degree of loyalty, trust of the employees of the organization in which they work, and the willingness to support it in difficult times is the main result of the activities of the entire management of the organization and, first of all, its personnel service.

This is a process of gradual rupture of relations of cooperation between the employee and the organization, due to the violation of the psychological contract, which is the internal personal basis for the conscientious performance of labor functions and management tasks, as well as proactive labor behavior.

The significance of the disintegration process is important mainly in relation to workers who have passed the stage of adaptation and are in a state of career growth, satisfied with their profession and work. These are workers who at one time successfully joined the team, mastered the necessary labor skills, acquired a certain status for this reason, but by some coincidence of external and internal circumstances decided to leave the organization.

Often, the disintegration of an employee and an organization is a consequence of the incompetence or non-business motivation of its management and personnel service.

The mechanism of the disintegration process was described by the French researcher M. Cohen in his work devoted to stimulating the labor of workers in enterprises. In it, he provides a scheme of gradual disintegration of an employee and an enterprise that is useful for the practice of managing organizational behavior (Table 1), step by step tracing the emergence, strengthening, development and action of the employee's attitude toward psychological "falling out" from the role structure of the enterprise. The act of dismissal is preceded by the process of personality disintegration and enterprise, consisting of four stages, sequentially leading to the exit from the organization: emergence, strengthening, development and decline.

At the first stage, there is a destruction of positive ideas about the company and the realization that nothing can be changed.

On the second, there is a misunderstanding why the organization is not interested in the development of the employee. He shows himself less and less professionally and ceases to trust the company.

On the third, a feeling of indignation prevails, the bosses lose their authority, there is a tendency to obey any order, everyday apathy and laziness.

The fourth stage is characterized by automatism, the loss of a conscious reaction to what is happening, the desire to mix with others, not stick out. Psychologically, a person ceases to be a member of a team. In this case, the dismissal procedure becomes a purely formal act.

M. Cohen accompanies his analysis of the growth of psychological disintegration of a person and an enterprise with a parallel description of typical mistakes and shortcomings in the personnel policy of an enterprise, leading to the development of this negative process.

Loyalty of staff: 4. Components of loyalty

Employee loyalty to an organization has three dimensions: emotional, pragmatic, and normative.

The emotional side of loyalty lies in a feeling of attachment to the organization, connected by friendly relations with many employees, with nostalgic memories of important and pleasant events that have occurred over the years of working in it, recognition of merits and rewards. This attachment is based on a sense of the identity of the employee and the organization, involvement in its affairs, the experience of its successes and failures. At the same time, the emotional component of loyalty is due to the socio-psychological needs for belonging to a group, communication, safety, complicity and involvement in common affairs.

The pragmatic component is based on a sober calculation and comparison of the benefits of working in the organization and the expected possible losses associated with leaving. The awareness of the excess of losses over benefits forces the employee to be loyal from a practical point of view.

The normative component is associated with the presence of certain obligations that must be fulfilled both due to the awareness of personal responsibility for the obligations assumed to oneself (a sense of duty), and due to formal obligations arising from the employment contract.

The study of staff loyalty is dictated by the need to resist the negative trends of recent years associated with an increase in staff turnover, fraught with loss of profits and a decrease in competitiveness. Insufficiently loyal employees work less efficiently and efficiently, they are more likely to make mistakes, admit theft, spread rumors, engage in intrigues, violate discipline and commit other offenses that harm the company. It is this category of workers that makes up the bulk of the flow of those quitting.

Loyalty is: in simple words about the difficult

So what is human loyalty? Loyalty in psychology is a character trait inherent in a particular individual. She is identified with devotion. There is no need to expect a dirty trick or an inadequate act from a loyal person.

Loyalty is tolerance for circumstances.

In a general sense, loyalty to the employer also implies loyalty. In this regard, the employee's desire to achieve the goals of the company is taken into account. A loyal employee is ready to put up with the demands of the employer, even in those situations when the company is in crisis.

The loyalty of the staff is very important to the company.

After all, what does loyalty mean? Such employees:

• do not quit when the company is experiencing temporary difficulties;
• accept organizational change;
• are afraid of losing their job in the company;
• Responsibly approach the performance of duties;
• make efforts to improve the firm's performance by approaching problem solving in a creative way.

A loyal employee is ready to work and develop for the benefit of the employing company. He always acts in accordance with the job description and does not go against the goals of the company.

Types of staff loyalty

There are three types of loyalty:

1. Behavioral- is formed as a result of long-term work at the company. The employee identifies himself with the company.
2. Affective- an emotional connection that has arisen as a result of positive feelings experienced at work. People stay with the company because they support its goals and principles.
3. Regulatory- is associated with a sense of obligation to remain in the position held as a result of the pressure exerted. In this case, the employee does not want to disappoint the employer and is afraid that colleagues will have a bad opinion of him.

The most valuable is affective loyalty. This type implies a direct interest in the performance of their duties.

Personnel loyalty assessment methods

Actions aimed at managing staff loyalty in an organization involve the use of methods for assessing this indicator. To assess how loyal employees are to the company, several methods are used:

1. Analysis of staff turnover statistics.
2. Interviewing employees.
3. Monitoring employee behavior.
4. Regular survey.

The most effective questionnaire is a questionnaire on the Thurstone scale, as well as a questionnaire about understanding the goals of the company, staff satisfaction with the current state of affairs, etc.

How to increase the loyalty of company employees?

To increase the level of employee attachment, a loyalty manager can be hired - this is the person who develops and implements a loyalty program within a particular company.

For this, the following methods are used:

1. 1. Satisfying the basic needs of employees (raising wages, introducing benefits, etc.).
   2. Informing about the goals and objectives of the company by holding informal corporate events or concluding nondisclosure agreements.
   3. Involvement in collective activities (introduction of rewards for activity, conducting trainings, reducing the hierarchy, etc.).

Example. Increasing loyalty in the hotel business

Loyalty in the hospitality business can be increased through the introduction of benefits and flexible schedule, as well as involvement in collective activities. For example, you can arrange general dinners or holidays, outdoor events.

Although, the main method of increasing loyalty, of course, will be an individual approach to employees - it is more convenient for someone to work on the second shift, someone cannot work on Sundays, etc. If this is taken into account, the loyalty of employees will be higher. This does not mean that no one will ever quit, but the likelihood of this will be much less.