A lot of us- and organisations place emphasis on longevity of service- attrition rate is built into the HR department’s KPI. Exiting staff are seen as being disloyal and staff who have been with an organisation for years are termed ‘loyal’.
The objective of this article isn’t to hypothesize on their loyalty or otherwise- well, maybe not in the way we would expect, it is rather a call for introspection on the employee’s part.
Are you with your current organisation because you have keyed into the organisation’s objective and see yourself as a co-traveller on its journey or are with the organisation because you haven’t found something better and or cannot be bothered to search for a job?
Earlier in this year- 2019, a colleague and I had a conversation around work- we established we had learnt a lot in our current organisation and were developing even as our career was growing. However, a burning question was- do we know enough to thrive in the field of HR- regardless of which organisation we were practicing in, or do we know just enough to thrive in our current organisation?
That is a question anyone who is serious about career development and growth should ask themselves.
We ended the conversation with a resolution to seek for ways to test our knowledge and experience- apply and interview for positions to ascertain if our knowledge and experience can get us better offers or if we were just ‘local champions’.
It’s been a few months and a few tests and we have embraced the experience as learning opportunities. Areas of improvement have been identified and are being worked on. It is important to note that we are both still with our organisations as the objective wasn’t to move, but to identify areas of improvement.
This however isn’t a method I would widely recommend lest we be tempted as in the famous words ascribed to Babatunde Raji Fashola- Former Governor of Lagos state, Nigeria (2007 – 2015)- ‘May our loyalty never be tested.’ But then, maybe it should! Perhaps to sieve out the loyal from the laid-back.
It has been proven that only a minor percentage of the Hi-Po’s start and end their career with an organisation. This in my opinion is attributable to the fact that the top is narrower than the bottom. For example- if there are 4 Hi-Po’s from a class of 10 hired on the same day in different fields. Because of the conditions for career progression which can be roughly summarized to be- the individual has to display the skills and behavior for the next level and there has to be room for progression people will naturally drop off as they go higher and of course it’s narrower on top. There can only be so much room for progression- eventually some of your Hi-Po’s will need to leave to excel elsewhere. This exit will be termed by most to be disloyalty and the laid-back staff, content to continue doing the same thing over the years and progressing slowly will be deemed loyal.
My thought is- we need to get to a place where we can accurately measure results. Did Mr. A achieve more in 6 months than Mr. B in 5 years? If the answer to that question is yes, then Mr. A has done the organisation more good than Mr. B.
Or perhaps, Mr. A is just loyal to aggressively growing his career and slow progress isn’t an option. There is absolutely nothing wrong in being loyal to yourself, like it’s said; we are all CEOs of ‘Me Incorporated’ and we need to run our lives like a business ensuring we are yielding fruits- returns to our stakeholders. Lol.
As employees, I believe- this is perhaps because I am not yet up there having to defend attrition rate; however; I do believe it is better to give your best within a defined period, learn; soak-up as much knowledge as possible, and when the time comes for you to leave- leave on a good note, with your head held high. This I believe is better than making up the numbers and doing the bare minimum under the guise of ‘loyalty’.
The question for every employee today is- are you loyal or laid-back?