Employers and Employees: Navigating Through Phases of Satisfaction and Change

When I reflect on my past employers today and attempt to rekindle the feelings and motivational factors of those times, I can summarize it as a process that evolved through various phases. I believe this was similar for employers as well. Each of us has experienced different phases of change, growth, and learning. Over time, we've reached our level of maturity, upgraded our desires and needs, and adapted (or not) to new circumstances.

I'm grateful that, in all environments (at least for a certain period), I was highly content. I know that many do not share this 'luck' and might not even experience satisfaction in the early stages of a new job. I'm also thankful for all the wonderful people, colleagues, and partners I had the opportunity to work with and learn from.

In the following, I've concisely summarized three general phases I went through with different employers. Each of them offered valuable insights. Most importantly, I personally gained a lot from each phase.

Phase I: Establishing a Relationship with the Employer

The relationship between an employer and employees is highly complex and never to be taken for granted. A quality relationship demands the alignment of numerous factors. Even when somehow aligned, there's no endpoint. In fact, there's never an endpoint. It's an ongoing process that encompasses listening, understanding, coordination, seeking common interests, growth, and learning. The question that arises here is: Are both the employer and employee developing in the same direction? Are they united by shared values and beliefs? Do they share a similar vision of how to become stronger together?

At the very beginning, when I was just getting acquainted with the company's culture, leadership, my role, and the opportunities provided by the new job and environment, feelings were just starting to take shape. This period has always been filled with pleasant feelings of excitement and curiosity for me. Every workday brought something new. I can say that I frequently felt satisfaction during the initial phase of my connection with the company.

Phase II: Building a Sense of Belonging

In the second phase, the initial feelings of belonging began to form, although this is not always the case. During this period, I started to better understand the company's values, its mission, the quality of relationships, leadership styles, and the way we connect. I realized that everyday actions, not just words and principles on paper, were crucial. Rules became simple. Over time, real challenges emerged that tested my sense of belonging.

The key question that arose was whether I would receive support from the leadership and my colleagues during these challenges. This period was marked by how we dealt with problems as a team and whether we worked together for the betterment of the company's future. Special emphasis was placed on the relationship between me and my manager. During times of significant challenges and tests, I could evaluate whether I had their support and understanding. My manager's behavior became a key measure of maintaining my sense of belonging. I realized that a leader plays a crucial role in strengthening or diminishing employees' sense of belonging.

Phase III: Parting Ways and New Beginnings

In the third phase, negative feelings began to outweigh the positive ones. I went to work, performed my duties, but no longer found meaning in what I was doing. Everything I did and contributed seemed taken for granted. The more I gave, the less I received. The feeling of being valued reached its lowest point. The more I tried to have my suggestions acknowledged, the wider the gap I felt on the other side.

When I felt that I had exhausted all possibilities for change and that the system couldn't be altered, I decided it was time for a new chapter in my career. Satisfaction diminished, a sense of belonging disappeared, and even the brief moments of engagement vanished.

Everyone Experiences Their Phases

I've shared my experience and feelings, but each of us goes through various phases with our employers. As a consultant in the field of recruitment and selection for many years, I had the opportunity to meet thousands of individuals. Some of them transitioned between the first and second phases multiple times with one employer. Some prolonged this phase, either because the company changed due to new ownership or because they had opportunities for advancement or took on larger projects. Unfortunately, some quickly concluded their collaboration with the employer and experienced only the first phase.

We, Employers, Hold the Power to Influence

Many things cannot be directly controlled. However, I believe that employers can do a lot to keep employees with them for as long as possible and extend the second phase. We can foster a strong and healthy organizational culture. We can promote the growth and development of employees. We can show them respect and trust. We can allow them to be individuals rather than just numbers contributing to our story. We can care about their mental and physical well-being. We can ensure that we select people who align well with our culture. We can facilitate thorough onboarding. We can ensure that our shared journey concludes on good terms.

The Path to Lasting Relationships

Our feelings are dynamic and depend on many factors and events we experience day by day. Long periods of loyalty and commitment to an organization are no longer guaranteed, as employees today often switch between different employers. While it's a fact that employees may eventually move on, there's much we can do to extend their stay. We have the power to shape the quality of our collective journey, foster learning and growth, and together, craft the company's narrative. And, above all, we can ensure our parting is amicable and humane.

During my 13-year tenure as a partner at the HR consulting firm Competo, I've come to understand that there is no perfect scenario. Each of us is a multifaceted individual with unique needs, desires, experiences, and expectations. We undergo transformations throughout periods of learning and growth.

The genuine art lies in discovering a shared path and embarking on an extended journey characterized by top-notch relationships. This journey invariably demands the involvement of both parties, employees, and employers.

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