Loyalty no longer measured by long service

New research has revealed that bosses and their staff agree that loyalty in the workplace cannot be judged merely by length of service. The research report (the second in the series of Working Nation research studies commissioned by Vodafone UK) points to new concepts of íemployee engagementí that aim to create loyalty to employers, but suggests that attitudes may need to change if they are to succeed.

- Under half of the staff surveyed (47%) think that staying with a job for more than five years makes them more loyal to their employer than anyone else.

- Almost three-fifths of bosses (59%) agree that staff who stick around for five years or more have the right to be considered any more loyal than new starters who have been in the job a week.

According to bosses, loyalty can now be demonstrated quickly by anyone, regardless of rank or experience. Top criteria includes:

- Recommending the organisation as a place to work, even after a resignation (92%)

- Working conscientiously (92%)

- Pride in telling others where they work (92%).

Staff agree with their bosses that working conscientiously is a good measure of their loyalty (80%). When asked about feel-good factors likely to inspire loyalty to their employers, the sample cited íalways being trustedí (75%) and being íproud to tell people where they workí (53%) as important considerations.

Tim Osborn-Jones, client director and HR faculty member at Henley Management College said: Employee commitment is known to be important but complex. Staff that íwantí to stay are likely to go the extra mile to achieve an exceptional outcome. Staff driven more by a íneedí to stay (lack of alternatives), or sense of íoughtí to stay, may be less concerned with outcomes.

Henleyís own research also suggests that, even in todayís downsized, de-layered organisational world, most (52%) talented individuals want an employment relationship based on trust, social exchange, and will engage when given the opportunity to achieve self-fulfilment, a sense of accomplishment and fun and enjoyment at work.

There is less agreement between bosses and workers on the benefits that companies are offering to replace traditional rewards and recognition for long service. Bosses claim that they now offer social benefits that include flexible hours (71%) and the ability to work from home (61%). A huge majority (98%) also say that they trust their staff to take advantage of these favours and work effectively even when they cannot see them.

It does not seem, however, that these good intentions are always being put into practice. Many bosses contradict themselves by admitting that they think home office workers are less productive (38%) and that working from home is an excuse for time off (22%). The majority of staff (68%) confirm that they are given no opportunity to work from home.

Bill Morrow, chief executive officer of Vodafone UK, commented: The way that we all relate to our place of work is changing. That much is obvious. What is less clear is how we inspire and drive each other in line with these shifting definitions of loyalty. This report breaks valuable ground and will help to develop everyoneís understanding of the human and technological factors that will help address the issue.

Loyalty at Work. What does it mean today? is the second in a series of Working Nation reports that has been commissioned by Vodafone UK and carried out by Opinion Leader Research.