The economic recession has generated a clear and powerful sense of engagement between workers and bosses, with a quarter of employees in the pharmaceutical sector surveyed saying they are more loyal to their employer - as a direct result of the economic downturn - according to the latest survey from global workforce solutions leader Kelly Services.

The survey, conducted between early October 2009 and the end of January 2010, finds that 25 percent say the economic downturn has made them more loyal, while 9 percent say it has made them less loyal, and 66 percent say it's made no difference.

The trend is most pronounced in London with 34 percent of respondents more loyal, compared with Scotland and the South West (29 percent), the North West (26 percent), Midlands (24 percent), the South East (23 percent), and Wales and the North East (22 percent).

Those workers who are more loyal to their employers attribute the shift to positive management, good company morale and active communication from senior executives. Those who are less loyal say it's due to poor management and low morale.

The findings are part of the Kelly Global Workforce Index, which obtained the views of approximately 134,000 people, including almost 6,000 in the U.K.

Interestingly, the impact of the economic slowdown on work attitudes has been greatest among the youngest, and usually the most carefree age group - Gen Y (aged 18-29) - where 30 percent say the downturn has made them more loyal, compared with 25 percent of Gen X (aged 30-47) and 22 percent of baby boomers (aged 48-65).

Psychologist Dr Linda Papadopoulos says: "There are several factors implicated in the levels of commitment and loyalty employees feel towards employer- central to this is a sense of being valued themselves. This can come in various forms, from monitory incentives to management style but ultimately if employees feel that their company has gone that extra mile, during difficult times, to ensure that they are secure and happy in their role, then that sense sense of loyalty is much more likely to be reciprocated. In addition, the fact that that many employers are seen as being ruthless when it comes to culling workforce numbers at times of crisis, working for a team that values their employees during difficult times is going to be regarded as comparatively more rare and therefore more valuable."

Results of the survey in the U.K. reveal:

- 40 percent of respondents say they feel 'totally committed' to their current employer, ranging from 45 percent among baby boomers, 42 percent for Gen X and 41 percent for Gen Y.

- London has the highest level of people 'totally committed' to their job (48 percent) followed by the South West (42 percent), the Midlands and North West (41 percent), Scotland (39 percent), the South East (37 percent), the North East (33 percent) and Wales (31 percent).

- When asked to name the one thing that would make an employee more committed to their job, 59 percent cite 'more interesting or challenging work', followed by 'more meaningful responsibility' (13 percent) and 'higher salary/benefits' (10percent).

- Company reputation is considered 'very important' in job selection and retention by 43 percent of baby boomers but only 35 percent of Gen Y.

- 43 percent of Gen Y are 'very confident' in their employers' ability to be good corporate citizens, higher than for both Gen X (35 percent) and baby boomers (30 percent).

Kelly Services General Manager John Callagher says, "The recession has been challenging for everyone, but the findings clearly show that those employers who have communicated openly with their staff about the difficult economic conditions and who have tried their best to look after staff have been able to build strong levels of trust within their organisations. As the economy recovers, this heightened loyalty will stand these employers in good stead, giving them a competitive advantage, as a result of a more committed and focused workforce."

The reputation of an organisation is shown to be a key element in the way that employees and prospective employees within the pharmaceutical sector weigh their career decisions. In assessing a firm's reputation, employees place most weight on the quality of its products and services (46 percent), leadership (28 percent), and employees (12 percent). Least important are features such as global presence, financial performance and initiatives aimed at fostering corporate social responsibility.

"When we look at the things that motivate people in the workplace, it's clear that opportunities for personal growth and development are critical, as is the chance to perform stimulating and challenging work," notes John. "Pay is certainly a motivator but it's not as big as some imagine, which means that employers have to examine a broader range of employee conditions and business features if they want to have the workforce performing at its best," John concludes.

Source
Kelly Global Workforce Index