---
title: "Boss, What You Need Is Not Loyal Employees!"
description: "A marketing manager complains about training new employees who leave, prompting a discussion on employee loyalty. The article argues that loyalty is a false concept in modern business, advocating for a professional, mutually beneficial relationship instead."
author: "小娄"
publisher: "New Distribution"
email: "zhaobo258@gmail.com"
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published: "2016-09-19"
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# Boss, What You Need Is Not Loyal Employees!

> A marketing manager complains about training new employees who leave, prompting a discussion on employee loyalty. The article argues that loyalty is a false concept in modern business, advocating for a professional, mutually beneficial relationship instead.

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Received a question from a reader. This reader claims to be a marketing manager at a startup, and his frustration is:
New employees often join the department, and he spends great effort training them, but the result is that most of them learn and leave, which makes him feel helpless. Spending a lot of time, energy, and company resources, only to have employees walk away.
"Nowadays, young employees are impetuous, and employee loyalty is too low! So, **what should managers do to improve employee loyalty?** " the manager asked.
This is precisely a common problem for many managers: new employees can't be retained, excellent talents can't be retained, and employees trained with great effort also can't be retained. So, taking this opportunity, let's talk about the topic of employee loyalty.
Let me state my view from the beginning:
> **In modern enterprises and teams, the so-called 'employee loyalty' is a false proposition.**
The relationship between employees and enterprises should be based on labor relations/contractual relations/cooperative relations, rather than the past attachment and dependency. Admit it, even when talking about loyalty, it should be mutual loyalty between the enterprise and employees, not requiring employees to unilaterally pledge allegiance to the enterprise.
This is not about professional ethics or integrity, but about trends. The core of a market economy is freedom and competition. Today's young people have more career choices and less economic pressure than the previous generation. Facing high housing prices and increasingly convenient transportation, it's not surprising that they don't stick to one job.
Once, a young internet professional in his twenties chatted with me. He talked about the reasons for frequent job-hopping, and one sentence impressed me deeply. He said:
> **When I talked to my boss about a raise, he talked to me about ideals and hard work. When I talked to my boss about resignation, he talked to me about development prospects.** He neither gave me hope nor made me feel warm. We are all clear-headed people. What's the point of staying in such a company?
Managers, this is reality. Don't say how much effort you spent training employees, and don't say employee loyalty is too low. It's time to face reality.
**Reality 1**: In the context of a market economy, talking about employee loyalty is meaningless. As a manager, you need to self-reflect: what problems on the company's side cause employees to leave.
**Reality 2**: As profit-oriented organizations, enterprises naturally need to create more value. So, even in this era, managers still need to find ways to retain excellent employees.
Only by understanding the above two points can we have a truly normal mindset to think about and discuss how to retain excellent employees and how to let enterprises create more value.
From the employee's perspective, the so-called "loyalty" is not about staying in one company for a long time without changing jobs. True loyalty is: within the scope of the contract, not violating the contract; after the contract is terminated, not doing things that harm the former employer.
From the enterprise's perspective, enterprises should ask themselves: do we really only need employees who never leave?
> **Admit it, enterprises do not need 'loyal' employees, but professional, capable employees who can create more value for the company.**
So, how can managers make these capable employees stay longer and cooperate with the company for a longer period? Here are a few suggestions for managers' reference:
## **Establish a reasonable compensation system**
This goes without saying. Any manager with common sense, ideals, and foresight will offer employees a reasonable salary. Enterprises that rely on cost-cutting have no way out.
## **Respect, respect, and respect**
This is a manifestation of the company's soft power. The respect mentioned here is more about caring for employees and giving them psychological affirmation.
An employee who is affirmed and truly treated as a flesh-and-blood "person" rather than a mere labor force will develop a true sense of belonging.
## **Continuously provide training**
Internal and external training provided by the company is the most important part of employee benefits. After all, the value provided by training is a lifelong benefit for employees. This is vividly illustrated in the figure below. A simple translation of the text in the figure is:
> **40% of employees will leave within a year if the company provides only minimal training.**
I advise managers: stop painting rosy pictures, stop being sentimental, stop making moral judgments. To retain excellent talent, you still need to **provide the best resources and environment you can offer**. This is your responsibility, your capability, and the foundation for a win-win situation for managers and employees.
So, managers, stop talking about employee loyalty. Let's talk about employee professionalism, win-win for enterprises and employees, and let's do practical things!
**Source: Jiang Classroom**
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