Employee loyalty in Germany is at its lowest point since 2012, according to the Gallup Engagement Index survey. According to the survey, 19% of employees in Germany have no emotional attachment to their employer. This is a worrying figure, especially in times of an acute labor shortage. The lower the level of commitment to the company, the greater the willingness to change jobs.
Why is emotional employee loyalty so low in Germany?
There are many reasons for this trend. Global political events, for example, play a major role here. Economic and ecological crises, wars, inflation and a general feeling of insecurity affect the mental and emotional state of many people.
Added to this is the general situation on the labor market. Employees are increasingly aware that there are vacancies in many areas. This increases the likelihood of landing a better position with more benefits. As a result, the attractiveness of the current employer decreases and with it emotional loyalty.
We now also know that many young people entering the job market are experiencing a change in values. A secure job and a good salary are still very popular. However, these are no longer the only factors that influence the choice of job. As wages today have often not risen in the same proportion as the cost of living, the incentives for a profitable career are diminishing. In contrast, meaningful values are increasingly coming to the fore. Sustainability, flexibility and a high level of identification with the work content are becoming more important.
Presumably the change in forms of work also has an effect on the topic. Decentralized working is becoming more and more widespread. Fueled by the global coronavirus pandemic, we have witnessed rapid change in this area in recent years. One negative aspect of this is that the bond with colleagues and teams is suffering as a result of this way of working. Less informal interaction and fewer shared experiences lead to less identification with work and the company.
What measures are helpful?
What measures can companies take to counteract dwindling emotional loyalty? Since it's all about emotional loyalty, objective factors such as a good salary, a modern workplace or attractive benefits play a rather subordinate role here. Of course, there should also be an attractive offer in these areas. However, soft factors are more important. A good example of this is the much-cited appreciation. The connection is clear: anyone who does not feel valued in their work will not feel any particular emotional attachment.
The topic of company values goes in a similar direction. Genuine identification with the employer only comes about when personal values largely coincide with those of the company. It is essential that these values are lived and embodied authentically.
A good collegial environment certainly also plays a major role in the emotional loyalty of employees. Good interpersonal relationships are a decisive factor in feeling comfortable at work.
Anyone who feels that they are treading water in their position can quickly become dissatisfied. Employers should therefore offer their employees sufficient incentives for professional and, ideally, personal development. It is worth thinking beyond the usual professional development measures.
An open, transparent and appreciative exchange in a well-maintained feedback culture is another important factor. Only those who perceive themselves as a person with their own opinion in the working environment can develop a bond.
Even if emotional employee loyalty is currently on a downward trend, companies can take suitable measures to counteract this. It is important not only to focus on objective factors, but above all to look at the values and corporate culture.
