Loyalty and Trust in the South African WorkforceLoyalty and Trust in the South African Workforce A recent survey conducted by infoQuest, a South African online research agency, explored the loyalty and perceptions of young South African workers towards their employers and company leadership. Job Market Trends The study found that young workers, particularly those aged 18-24, are highly mobile, with 73% holding multiple jobs. This percentage increases to 92% for those aged 25-34. Loyalty to Employers Loyalty levels among the younger generation differ significantly from older generations. The younger age group (18-24) exhibits lower loyalty than their older counterparts (25-34). Notably, young workers in Gauteng, the economic hub of South Africa, show less loyalty than those in other major cities, possibly due to the abundance of job opportunities. Perceptions of Company Leadership Despite their low loyalty levels, young workers generally have positive perceptions of their company’s leadership. The majority agree that leaders provide clear direction, make informed decisions, empower staff, and behave fairly and ethically. However, the lowest score was for the perception that leaders genuinely care about their staff. Challenges and Opportunities The study highlights the challenge for South African employers to build loyalty among young employees. However, this “restlessness” can also be seen as an opportunity for companies to adapt their workplace practices. * Challenges: Low loyalty and high job turnover can lead to reduced productivity and loss of institutional knowledge. * Opportunities: Young job hoppers gain diverse skills, broadened perspectives, and adaptability, making them valuable assets. Their technical knowledge and willingness to learn can drive economic growth and innovation. Conclusion The survey reveals that South African employers face the challenge of retaining young talent. By understanding the reasons behind low loyalty and capitalizing on the opportunities provided by job hopping, companies can innovate and adapt to better engage and retain young employees.
South African youth are an important part of the country’s workforce, despite high unemployment rates. But how loyal are they to their employers and what do they think of the company’s leadership?
South African online research agency infoQuest recently conducted a survey of 300 young people aged 18 to 34 from various demographic groups to explore these questions.
This article presents the findings of the June 2024 study.
Amount of jobs
In the 18-24 age group, 73% had more than one job. In the 25-34 age group, this percentage had risen to 92%.
Loyalty to current employer/company
Loyalty levels among today’s youth differ significantly from previous generations. Many young workers, especially Gen-Z, are often seen as the “restless generation” due to their frequent job changes.
Interestingly, the younger age group (18-24 years) shows lower loyalty levels than their older counterparts (25-34 years). This is concerning as it indicates a less invested workforce, potentially leading to lower productivity and loss of institutional knowledge.
Furthermore, youth in Gauteng show less loyalty than youth in other major cities. As Gauteng is the economic hub of South Africa, the abundance of jobs may prompt youth to change jobs frequently in their quest for better salaries and career opportunities.
Feelings about the company’s leadership
In terms of business leadership, most young people agreed that leaders provide clear direction, make well-informed decisions, empower staff, and are fair and ethical. The lowest score for leadership attributes was for the perception that leaders genuinely care about their staff, although this still achieved over 80% agreement.
“Is the fact that young people are less loyal than older generations a problem, or an opportunity?” asks Claire Heckrath, managing director of infoQuest.
It is clear that organizations are looking for dedicated employees to ensure continuity, build a deep skill set, and reduce negative effects on team dynamics. In addition, there are costs associated with hiring new candidates.
Young job hoppers, however, can end up with a surprisingly diverse toolbox. Each new role exposes them to new technologies, software, and work styles. They learn to adapt to different company cultures, navigate new office politics, and potentially pick up new languages or industry-specific knowledge.
This broadens their understanding of how businesses operate and equips them with a wider range of skills that they can use in their future careers. They become adept at learning as they go and become valuable assets that can contribute in a variety of areas.
Their technical knowledge, fresh perspectives and innovative spirit are crucial to driving economic growth and keeping South Africa competitive in the global marketplace. As future leaders and entrepreneurs, their potential to address societal challenges and develop new industries is invaluable.
The study highlights a critical issue for South African employers: the challenge of building loyalty among young employees. However, this ‘restlessness’ can also be seen as an opportunity for companies to innovate and adapt their workplace practices to better engage and retain young talent.
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