Jeffers: Employers Must Give Workers Reasons to Be Loyal

Employers questioning the loyalty of their workers should first examine the commitment they offer in return, according to Vernon A. Jeffers Sr., Founder and Leading Director of Jewels Management & Consultancy Inc.

In his October 8 commentary, Thursday Thoughts with Vernon, Jeffers argues that workplace loyalty must be reciprocal, with businesses providing the trust and stability they expect from employees.

“Before we ask, ‘Are my employees loyal to me?’ perhaps we should also ask, ‘Have I given them reason to trust my loyalty to them?’” he writes.

Jeffers says repeated short-term employment offers can leave workers uncertain about their future, encouraging them to keep searching for other opportunities.

That search, he argues, should not automatically be interpreted as disloyalty. Employees have responsibilities beyond the expiry of their contracts, including supporting families, educating children, purchasing homes and building careers.

Uncertainty over continued employment can make those goals harder to achieve, particularly when workers seek financing.

While acknowledging that businesses need flexibility and that some positions and projects are temporary, Jeffers encourages employers to consider permanent employment where the work is ongoing and the business can sustain the role.

He stresses, however, that greater employment security must be accompanied by clear expectations and effective performance management.

Supervisors and managers should provide regular feedback, identify shortcomings early, offer appropriate training and give employees a reasonable opportunity to improve. Where performance remains unacceptable, employers must be prepared to make a fair decision about continued employment.

Jeffers also cautions against confusing loyalty with either strong performance or unquestioning agreement.

An employee may be committed to an organisation while struggling in a particular role, he explains, while another may perform well but behave dishonestly. Both performance and loyalty matter, but they require separate consideration.

Likewise, respectfully challenging a manager or raising a concern should not necessarily be viewed as disloyal. Such interventions, he suggests, can demonstrate a willingness to protect the organisation by addressing problems others hesitate to mention.

For workers, Jeffers describes loyalty as doing an honest day’s work, protecting the trust placed in them, treating colleagues and customers well, and fulfilling their responsibilities. Employees can also leave a company with integrity when it is time to move on.

For employers, he says loyalty involves fair treatment, honest communication, investment in staff development and support for good employees when difficulties arise.

His central argument is that stronger commitment grows from workplace conditions that give employees confidence in their future—and demonstrate that the business is prepared to invest in them.