In the process of modern enterprise management, the cultivation of employee loyalty is an important topic. James, a professor at Harvard Business School? In the book Service Profit Chain published by 1997, Heskett comprehensively analyzed the relationship between strategic service theory, customer loyalty, employee loyalty and enterprise profit, and pointed out that employee loyalty is one of the key factors for the company's development, efficiency and ultimate profit. This view has been confirmed by more and more studies. For example, the data of "WorkChina Best Employers Survey" held a few years ago showed that the return rate of shareholders of companies with high employee loyalty index was almost 200% higher than that of companies with low loyalty index.

In the process of cultivating employees' corporate loyalty, there are three key factors:

The first is performance management. I believe that "not suffering from widowhood but suffering from inequality" is a truth applicable to employees at all levels. Bureaucracy of managers or unfair assessment will seriously affect employees' willingness to work, thus affecting the quality of work. Unfortunately, many managers don't pay attention to the feelings of their subordinates. Why Japanese employees are loyal and conscientious to the enterprise is actually not our nature. The real reason is that the enterprise takes full responsibility for them: regular employees will enjoy the meticulous training and family-like care given by the enterprise from the first day they enter the enterprise. The loyalty and responsibility of enterprises to employees impress and infect employees, prompting employees to repay enterprises with ten times and one hundred times loyalty.

The second is the trust in employees. Jobs is an expert in shaping brand loyalty and cultivating employee loyalty. The secret of his success is to give the team enough trust. "Creators push Apple computers behind the scenes. My job is to provide them with space and clean up the system. " Allowing employees to make mistakes, encouraging employees to correct mistakes and make progress, and bringing employees' ability improvement into the career development channel are also very important to cultivate employees' loyalty.

The third is to give employees a sense of accomplishment. Take the post-80s employees as an example, they are increasingly eager to engage in meaningful work. The company manager helps them understand the importance of their work and can maximize their sense of success. A recent survey found that the turnover rate of college graduates in the first year of work in recent 20 years is as high as over 30%, which also reflects how enterprises need to attach importance to combining employees with the development of enterprises in today's rapid economic development.

Finally, managers should understand the concept of "loyalty" more widely. The loyalty of modern enterprises should be two-way, and the loyalty of employees should not be demanded unilaterally; Loyalty should not be a narrow feudal concept, nor should it be blindly obeyed regardless of right or wrong. Employee loyalty can be a responsible attitude and behavior, a commitment to undertake the project, a commitment to the team, a commitment to pay special attention during the period of change, and so on. At the end of Shantou University's graduation speech, Mr. Li Ka-shing said, "If you can try your best to live a rich, happy and dignified life on the road of responsibility, who will you be in the future?" This sentence is not only suitable for young people entering the workplace, but also for modern enterprise managers.