There is no denying that labour market dynamics are undergoing unprecedented change, particularly when it comes to the employee loyalty. The growing trend towards job mobility, often attributed to what some have dubbed the ‘Great Resignation’, raises questions about employee loyalty.
The global health crisis has acted as a catalyst, accentuating pre-existing trends: resignations are on the rise, surveys reveal employee disengagement, and traditional management models are struggling to adapt to this changing reality. Some employers see this increased mobility as a sign of disloyalty, questioning the very value of work.
However, a closer look reveals a more nuanced reality.
- Changing expectations: Employees, especially younger generations, have different expectations than their predecessors. They often place greater importance on work-life balance and opportunities for professional growth.
- New economic paradigms: In a context marked by increasing job insecurity and economic instability, employee loyalty can be influenced by external factors such as financial security and job stability.
- Redefining loyalty: Being loyal is no longer limited to long tenure with the same company. Workers can express their loyalty in different ways, such as professional networking, mentoring new employees or promoting corporate culture.
- Adaptability and resilience: In a constantly changing professional environment, the ability to adapt and bounce back from challenges has become essential. Employees may therefore need to change jobs to better meet their professional and personal needs.
In conclusion, employee loyalty is a complex and evolving concept, shaped by multiple factors such as individual expectations, economic dynamics and labour market trends. Rather than judging it simplistically, it is essential to understand and appreciate the different forms that loyalty can take in today’s professional
