Australian Financial Review
Feb 10, 1999
http://www.afr.com.au/content/990210/news/news10.html

Job security makes sense

Work Relations, By Stephen Long 

Job security is dead, right? Not if you work for some of the best companies
in America. 

At Southwest Airlines, Harley-Davidson and the FedEx parcel delivery
company, employees toil secure in the knowledge that their jobs are
protected by official "no lay-off" policies. 

These three successful companies -- which collectively turn over about $19
billion in revenue -- feature among the 100 Best Companies to Work For in
the US, as ranked by Fortunemagazine. Commitment to peoples' jobs was not
unusual among its list of employers-of-choice. 

"While conventional wisdom holds that job security is a thing of the past,
it is a recurring perk among the best 100," Fortunewrote. 

Aside from the companies with formal no-layoff policies, another 37 had
informal policies against retrenchment. Three-quarters have never had a
mass lay-off. They retain people during lean times because they don't want
to lose employees in whom they have invested heavily -- and because they
view loyalty as a two-way street. 

"These companies aren't being charitable," the author of The Loyalty
Effect, Fred Reichfeld, told Fortune. "Their employees are much more likely
to dig in and commit, even in tough times." 

The bias towards job security went hand-in-hand with investments in
employee education and training. 

On average, the 100 Best lavished 43 hours of training on each employee
last year. Stockbroking firm Edward Jones spends a minimum $US50,000
($77,000) on training new brokers who are immersed in 17 weeks of classes.
USAA Insurance at San Antonio, California, devotes 80 hours of training a
year to each worker, and one in four employees undertakes tertiary study
outside of work -- with costs fully reimbursed by the company. 

When you invest so much time and money in people, job security makes sense.
Fortune 
observed: "Education is a sensible investment for employers only if they
can hold on to the minds they have expensively trained. A partial but
obvious remedy is a policy, or at least a strong bias, against lay-offs." 

Some companies also invested in the sustainability of the communities they
inhabit: giving employees paid time off for volunteer work or requiring
parents to take time out at the company's expense for activities at their
child's school. 

Outrageous philanthropy? Not when you consider that the shares of the 100
Best outperformed most listed companies in the US, posting average returns
over five years of 25 per cent per annum. This was no half-baked study.
Together with the "Great Place to Work Institute" of San Francisco,
Fortunepolled 27,402 randomly-selected employees from 1,000 companies. Each
candidate company had to fill out a 31-page questionnaire and supply
supporting material. 

Of course, the "great places to work" are swimming against the tide.
Loyalty is an ebbing quality in a world where, says sociologist Richard
Sennett, the dominant motto is "no long term". But as employers shun job
security in favour of flexibility on their terms, they should realise it
cuts both ways. Expect employees to place their careers ahead of the firm
and its goals. Expect self-interest to triumph over obligation,
trustworthiness and commitment. 

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