Long-Tenured Employees, Good or Bad?
As the turnover rates for employees continue to increase, HR managers and corporations wonder what they need to do to retain employees. However, research shows that there are potential issues attributed to long-tenured employees as well. Most companies’ success originate from loyal employees, but what are some issues regarding long-tenured employees?
The issues of long-term employees
1. Decrease in employee immersion
Employees in an organization tend to become complacent and less immersive after working for a long period of time. This can result from obsolescence, boredom, extensive self-confidence, slowed learning curve, and burnout. Some of the weakest performing firms show a high number of years of average employee tenure and extremely low employee turnover rates.
2. Entitlement mentality
Behind the decline in the immersion of long-tenured employees is a stable mindset or a tendency to settle in the current situation. However, as corporate goals, systems, and technologies develop over time, employees with this stable mindset cling to past contributions, sometimes blocking the innovation that needs to grow. A mindset that is not growth-oriented generally does not result from bad intentions but can develop a negative attitude that may impact other employees.
3. Negative impact on recruiting and retention
The mindset of seeking stability of long-tenured employees can create internal tension by considering new employees entering the organization as a threat. Many long-tenured employees invariably introduce themselves with the number of years they have been with the firm. This type of attitude may discourage new employees and may force them to quit prematurely.
Extended tenure does not become an issue for all employees. However, if there are not as many contributions and performance as expected compared to the resources invested in them, then it becomes a problem for the organization.
The solutions to the problem of long-tenured employees
1. Hire new employees
Hiring new employees can solve the problem with long-tenured employees. Newcomers can bring new ideas that can eventually help motivate long-tenured employees. The key is to get existing employees and new employees to respect what each other can contribute to the organization.
2. Encourage the growth of existing employees
Encouraging the growth of super tenured employees can also be another solution. A firm can provide them with personal development opportunities, such as networking with people who play similar roles in other organizations or by introducing technology evaluations, which can also be a good way to develop strengths and acquire new skills.
It is significant to identify long-tenured employees with growing mindsets, and who are willing to stay invested in themselves within the organization. Recognizing and empowering these employees can inspire others to follow their lead.