In a business environment where the average millennial employee remains at his or her job for a mere 4.4 years, most companies dream of hiring a worker who not only embodies core business values, but also exhibits a passionate, life-long devotion to their job. This “dream” employee has almost transformed into a mythical creature.
How can a company invest in, and connect, to their employees enough for them to be willing to commit for the long-haul?
A few years ago, Forbes’ Deloitte Global Human Capital Trends research demonstrated that 78% of business leaders rate retention and engagement as urgent or important. The benefits of hiring dedicated employees is not a new discovery. Companies have used various employee engagement surveys for years to measure workforce satisfaction. They have strengthened their HR departments, emphasizing the importance of implementing constant employee engagement initiatives. Companies have focused on addressing employee needs, attempting to please and pacify on an individual level.
Research conducted by the Corporate Leadership Council demonstrated that engaging employees is a complex endeavor that cannot be accomplished by customary employee engagement techniques. The study showed that employee engagement is comprised of two different types of commitment.Employees evaluate their companies based on rationality, measuring how the organization fits into financial, developmental, or professional self-interest. In addition, an employee measures the emotional value that a company offers, assessing their personal, sentimental investment in the job, managers, teams, or organizations. They ask themselves, “Do we care what we are doing, who we are doing it with, and respect who we are doing it for?”
When a company can fuse the realization of commitment types, they can create a reliable employee who is invested on two separate levels and can define worth and happiness through their position.
So how can a company create an environment that serves both the emotional and logical needs of their workers? Forbes’ article, Job Hopping is the “New Normal” for Millennials, states that employees seek jobs surrounded by positive culture. They also want jobs that offer flexibility, encouragement, and organizations that clearly communicate their mission and values. Furthermore, employees want to feel important and feel that their work is important to them. Companies can benefit from listening to employee feedback, offering greater opportunities and more discretion. When a staff member feels that the company believes in them, they are much more likely to believe in the company.
For an organization to attract the ideal employee, goals of the company and personal employee goals should collaborate. The company retains and engages an employee through giving them responsibility in the process and trusting them with the vision. Creating a company culture with open communication, sincerity, and trust will nurture an employee and make them feel at home.