Excellence instead of X-arbitrariness
It is obvious why it is desirable for a company to keep employees on board for as long as possible. The search for new colleagues and their induction training is time-consuming, cost-intensive and nerve-wracking. Unless, of course, the company works according to the "hire and fire" principle and can afford to treat people badly thanks to the simplest work requirements and a large pool of "day labourers" standing in line, which is only topped by the subterranean pay.
Fortunately, this is not the case with us. It takes us up to a year and a half to train people, despite their excellent qualifications and extensive previous experience. Our company name, X-CELL, is derived from excellence and not from X-randomness. If we didn't have an average length of service of over nine years, our business model would probably not work.
How do we manage that?
Through a healthy mix of above-average pay, excellent working conditions, continuous training, good leadership, renowned clients, exciting projects, a well-equipped company car, home office, workation, great events, bonuses, a nice view, fruit basket and free lunch?
None of this is unimportant, but anyone who believes that these employee retention tools are enough to retain employees for a decade or more also believes that lemon twisters twist lemons.
No, the magic word is "belonging". We humans are herd animals. We seek to join groups and want to belong. True employee retention can only take place if there is no difference between "the company" and "the employees". For us, the employees ARE the company. Like the cells and organs of a body, they form the whole. The Executive Board, the Supervisory Board and the shareholders are also part of the company. But nothing more.
Even a multi-billion dollar corporation would be finished from one day to the next if all or at least a critical mass of employees were to leave the company abruptly. It's a symbiotic relationship. We need each other.
Good managers are constantly aware of this and communicate it. They know that they only play one role in a play. And even if they are the leading actor: without supporting roles, lighting technicians, sound technicians, make-up artists, etc., it doesn't work.
True belonging and therefore a real team structure that can last for many years is created through mutual knowledge of the importance of co-operation and solidarity. Just like in a family. This is probably also the reason why family businesses are more profitable than average.