Gary Martin: Loyalty far from a virtue in modern jobs market

In today’s job-hopping world, staying loyal to one employer for many years — or even a lifetime — might seem like the key to career success.

But workplace loyalty is a double-edged sword.

In many aspects of everyday life, loyalty is viewed positively — loyal friends are dependable, loyal family members are always there for you and loyalty to a favourite sports team is admirable.

In the workplace, loyal employees are valued for their dedication and willingness to put the organisation’s interests first and — often — staying with their employer for extended periods.

But workplace loyalty is more complicated and less reciprocal than in situations involving family and friends.

An employee might feel attached to an organisation yet the organisation feels nothing in return.

On top of that, excessive loyalty can be costly, which helps to explain why the long-held belief in lifelong employment with a single employer is losing relevance in today’s fast-paced job market.

Loyalty in the modern workplace does not always get you what you think it might.

Employees who switch employers are increasingly receiving higher pay increases than those who stay with the same one, making disloyalty a more effective strategy for salary growth.

If that is not enough to make loyal workers question their dedication, the risk of exploitation might.

Research from Duke University involving almost 1400 managers revealed that workers labelled as loyal are often assigned more work, including unpaid tasks.

This creates a vicious cycle where loyal employees are exploited and then rewarded with a reputation for loyalty, making them more likely to be chosen for extra work and personal sacrifices for their company.

Too much loyalty can also limit career growth and skill development, with some experts believing that staying too long with one employer can lead to stagnation.

The lack of new challenges and diverse experiences can make it harder for employees to adapt to changes in the industry.

In today’s world, workers have more opportunities to explore different roles, industries and locations than ever before, leading to richer and more diverse career experiences.

Yet any decline in employee loyalty goes beyond a lack of salary growth, risk of exploitation and missed opportunities.

Organisations once promised job security, benefits and career progression in exchange for employees’ dedication and hard work.

But as organisations face increasing pressures to remain agile and competitive, this traditional contract has eroded.

Recognising that many workers will no longer commit to long-term stays, employers should focus on making employees’ time with the organisation engaging and respectful to maximise productivity, job satisfaction and overall workplace morale.

Employees should remain loyal to employers who invest in their development, treat them fairly and provide opportunities for growth.

But they should also consider strategic disloyalty – periodically changing jobs to advance their careers when the right opportunities present themselves.

While loyalty is often revered, the modern workplace rewards those who adapt and evolve.

Sometimes, it is wiser to be a strategic job-hopper than a loyal follower.

Professor Gary Martin is CEO of AIM WA and a specialist in workplace and social trends.