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Employee loyalty: emotions Networks & boomerang hires against a shortage of skilled workers?
By Simone Janson (More) • Last updated on October 22.01.2024, XNUMX • First published on 16.07.2020/XNUMX/XNUMX • So far 6320 readers, 1799 social media shares Likes & Reviews (5 / 5) • Read & write comments
Businesses do well to make their Employees emotionally attached to the company. But many employees have internally resigned. What to do?
Contents
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- Company: Just madhouses?
- The emotional attachment of employees to their company
- The majority are on duty
- Good finish instead of ex, hop and away?
- Boomerang Hires: positive aspects for companies?
- How can alumni networks help retain employees?
- Emotional attachment must not only take place on paper
- Top books on the subject
- Read text as PDF
- Advice on success, goal achievement or marketing
- Book eCourse on Demand
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Company: Just madhouses?
Books put into words what many workers do feel. Studies confirm it, and brain research supports it: Ours Motivation decreases because the emotional bond with the employer decreases more and more. It may be worrying that such a book has many People responsive and large Success hat: Martin Wehrle's "I work in a madhouse" rails against the nonsense that happens in many companies. It is nothing new that these conditions are being criticized in companies.
Years ago, Corinne Maier put forward the thesis in “The Discovery of Laziness” that companies keep those who know how to make life as pleasant as possible - and accordingly recommended that you deal with one that is as unimportant as possible Bring the post out of the line of fire. This book also became a bestseller at the time.
The emotional attachment of employees to their company
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The Gallup Commitment Index - a survey on the strength of the emotional bond between German employees - is published annually. The management consultancy Gallup confronts randomly selected employees with statements about Workplace or environment.
Based on the level of agreement with the statements, the responses are categorized as “without emotional attachment”, “low emotional attachment” or “high emotional attachment”.
The majority are on duty
The results are roughly the same every year: About a fifth of all employees have internally resigned, almost three-quarters are working to rule, and only the meager remainder are at all engaged. And every year people seem less Lust to have on their companies.
Now one can of course understand the motives for this questioning criticize, because Gallup does not do such studies without reason: It wants its service merchandise, which, Gallup proudly proclaims on its website, “improves the productivity of companies through appropriate Measures for increase of emotional employee loyalty can be proven and significantly improved.”
Good finish instead of ex, hop and away?
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But what exactly does it mean that such studies and such offers even exist? About it once clear In a nutshell: Many employers don't care about their employees at all.
This is also evident when employees are laid off. This is usually a very ugly process. It would also be different than ex, hop and away: studies show that too. that most ex-employees want to remain connected to the company - e.g. in alumni networks. Companies could also benefit from this: they can employ employees fast adjust again.
Many job seekers and employees would like to get in touch with the former employer and his employees Contact remain. The desire is understandable, because when you lose your job, you lose contact with colleagues and your social environment becomes noticeably smaller. Of course, you also stay informed about current job offers in the company.
Boomerang Hires: positive aspects for companies?
And from the company's point of view, contact with former employees, especially with top performers who have left the company, is definitely possible useful be. Because companies can Recruiting specifically already known and proven Candidates speak to. Employees who have left can thus open up new career opportunities with former employers.
Many companies conduct exit interviews with employees who are leaving, and some employers set up so-called alumni networks in order to keep former employees loyal to the company. These “networks for alumni” are well received: Many alumni and Candidate would like to join the alumni network Company be taken on and would even like to have a medium to close relationship with the former employer.
How can alumni networks help retain employees?
Alumni networks are otherwise only known from universities. But they also offer companies an ideal opportunity to keep in touch with former employees. If they are really used sensibly.
The phenomenon of these so-called boomerang hires, in the context of which former employees are recruited for the company, will play an important role, especially at the higher hierarchical levels, with the so-called professionals, as supply shortages are expected in the future, particularly for this hierarchical status.
Emotional attachment must not only take place on paper
That all sounds very nice, of course, but it only works if employee loyalty is wanted and taken seriously by both sides. However, this is not always the case because resentment often arises. There are also many employees who never want to communicate with their ex-employer again. In addition, in many cases it is clear that companies are already preparing for the case of a possible supply shortage.
However, these are often nothing more than empty phrases. Real emotional ties to the company do not only exist on paper or consist of regulareMails: In the case of alumni networks, for example, meetings, lectures, seminars etc. must also be organized that show the honest interest of the company in its employees. Otherwise, they will feel kidnapped and nobody wants that.
Top books on the subject
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Here writes for you
Simone Janson is publisher, Consultant and one of the 10 most important German bloggers Blogger Relevance Index. She is also head of the Institute's job pictures Yourweb, with which she donates money for sustainable projects. According to ZEIT owns her trademarked blog Best of HR – Berufebilder.de® to the most important blogs for careers, professions and the world of work. More about her im Career. All texts by Simone Janson.
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17 Responses to "Employee loyalty: Emotions Networks & boomerang hires against a shortage of skilled workers?"
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Hallo,
I have a question about Boomerang Hiring. Is there any literature you can recommend? Unfortunately, I don't find anything about this keyword in our university library.-
Hello Kristin,
Unfortunately, no. I would just look for alumni networks. Or maybe ask student organizations.
Regards
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[...] In this way, the company stays in contact with its former employees. As a study from 2010 shows, many former employees want to keep in touch with their [...]
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Hello Johannes, I am happy if I can help a little. If I should post any questions, for example via Twitter, just report.
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Thank you Simone for the quick answer and help!
I'll try my luck in these specialist groups!
Greetings
John -
Hi John,
the study mentioned in the text unfortunately says nothing about how applicants assess the companies regarding their approach to applicants who have left: only a differentiation is made according to specialist groups:“Above all, those who work in banking or consulting would like to join the alumni networks. More than half of the respondents stated that after leaving a company they would like to join a corresponding network of former employees. Figure 32 also shows that alumni networks also play a role for the other disciplines considered. "
As for the evaluation of individual employers - you could try the employer evaluation platform Kununu. Or create your own survey, which I am happy to help make public.
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Hello Simone,
I am currently writing my diploma thesis at Robert Bosch GmbH and would have a question about your topic:
Which companies are pioneers when it comes to the “alumni network”?
Greetings
John -
By “being flexible” I also understand that, for example, you work Saturday and not Tuesday. Or that you work from home, which would be possible much more often than is propagated by German employers. At least that's how my experiences so far have been. At one employer, working hours after 19 p.m. were generally not billed, even if you were still at the company with others. Somebody has to explain to me what that has to do with flexibility ...
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That's right, employers often lack flexibility in the relationship and they want to constantly control everything. I know that too, that's why I became self-employed. But: There should also be other employers :-)
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Hello Julian, thank you for your passionate plea to learn for life! I totally agree with you, just a little skeptical about the implementation.
One of the counter-arguments that emerged during the skills shortage debate was that it was difficult for older semesters in particular to familiarize themselves with a new programming language in a short time. But I think that is also a question of whether the brain is constantly active and therefore used to learning new things.
However, the social upheavals required for this are, in my opinion, greater than just saying: "And now you suddenly have to be ready to learn more."
This is not normal for many people.gruß
Simone -
Hello Simone,
to the extent that there is even further training besides your studies? Or as far as it has to be - to be ready to continue your studies alongside your studies?
You may not be ready, but you should. If you don't have blinkers on, you don't have to be afraid of international competition. Because then you say to yourself: I don't work a stupid 9 hours today because the others do it too. No, I can do the job in 6 hours if I really get down to it. Then I even have time to do this and that or to go to the networking meeting ... blah blah ... that's how a committed MA looks, not like the one who works 9 ... 10 ... 11 ... hours a day. Even large management consultancies like BCG have noticed that. Stand in one of the last Harvard Business Managers ...
And those who continue to work inefficiently 9 hours a day need not be surprised if their place is outsourced because the students in India can do at least as much, but are much cheaper. That's why there are so many self-management guides in the US. "How do I become more efficient?"
Industry is migrating, knowledge workers face competition from low-wage countries. What does that mean for us? Don't just study once! Several times, and many small training courses in between anyway ...
VG Julian
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@Julian, I also see it as an opportunity, I'm just skeptical whether people are ready.
@Mark Brandis: In the discussion so far, it seemed to me as if the employees had problems with the flexibility ... -
Trend researcher Jánszky says entrepreneurs should fire employees when things are going best ...
A new trend ?! -
"Even permanent employees have to show their own initiative (see Google 20% Fridays)."
Well, I'm curious to see when you will be so flexible in German companies to introduce this. Maybe it will still work in my lifetime, but I don't want to bet a lot of money on it ;-)
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Hello Simone,
Thank you very much for your feedback. But I see it the other way around, as an opportunity. In the older article, the comments from STEM graduates are very interesting. I am still studying industrial engineering myself and, on the contrary, I am very optimistic. I can vaguely once say that even students have to develop on the side, despite the fact that the degree is also a development. Even and especially when a student studies stupidly in front of him and still teases out a good grade. He is more valuable if he has developed and carried out his own projects on the side, has been involved in initiatives and can take business contacts with him, which thus gives him experience and work samples. Cold applications have no chance against them! Honestly? I cannot complain about my options for starting internships or part-time jobs here and there.I love to work temporarily on projects in an initiative, maybe switch to another, etc. I count myself to the younger generation than those from the MINT article and would say that I would not welcome it later on “To have to stay” in a company for a long time, as this job change represents an opportunity for me to gain interdisciplinary experience and to develop personally.
Of course, this structure of the project worker and the alumni networks will not work if the MA is still focused on the 20th century and is not prepared to develop further not only with given seminars, but also with their own interdisciplinary ideas and projects. Permanent employees must also show their own initiative (see Google 20% Fridays). Germany is developing into a knowledge society. You can replace someone who does his job on a piece basis and does not pay attention to how to become more efficient, how to improve processes, how to improve. Administrative activities are just as interchangeable as piecework. The personal touch of an individual is not important here - as is required in knowledge work. And how do you get that personal touch? Further development. This closes the cycle - to which we are heading.
But why do I actually say that is obvious;)
Regards Julian
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Hi Julian,
From a business perspective that sounds reasonable. In my opinion, however, frustration could spread among the employees. Because, especially in Germany, a layoff is still a personal catastrophe for many people and insecure employment is still a long way from becoming mainstream - I noticed that again in this discussion:
In this respect, I am still a little skeptical at the current state of affairs ... -
Very interesting notes. I recently read 2020: This is how we live in the future by Sven Gábor Jánszky. This book was created by a well-known think tank. And here, too, Jánszky describes project workers in the future who will be dismissed when it is “at their best” so that they are later motivated to come back after a rotation at other companies and the corresponding development of experience.
At the moment it is played with and it is being tested. In the future, however, it will be a key factor in human resources. Or?
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