How to stop talents for 30 years? There is a way to do it

Over -worked 15, 20 or maybe 30 years in one company? This seems impossible today, but long internships at work are not a past at all.

– The team, its competences and responsibility are what really drives our work. – says Mateusz Durski, vice president of the board of the Lafrentz Group. – It is people who build this company from scratch and are the foundation of all our achievements. Currently, our team has over 100 people. As many as 80 of them have been working with us for at least 15 years. You have over 20 years of internship, and some have been with us almost three decades. These numbers best show that culture based on mutual trust, stability and common values ​​really works – he emphasizes.

An employee for years, i.e. commitment measured in decades

As Mateusz Durski explains, at the base of the Lafrentz approach to talent management lies an authentic partnership. The company has been focusing on transparent communication, the real influence of employees on decisions and the possibility of continuous development for years. The departments do not act in detachment from each other – inter -departmental cooperation and the openness of the management board for voices from every level of the organization build a culture based on trust and mutual respect. For many employees, stability and predictability are equally important – the values ​​that Lafrentz has been offering for decades.

– There is a unique, authentic work atmosphere. This is not a place where formalism or excessive control dominate. Everyone has a clearly defined role, a large space for action and a sense of agency. Such a culture – based on trust, mutual respect and stability – gives people a sense of security and translates into their long -term commitment – says the vice president.

He adds that building a committed team is not a one -time action – this is a permanent, thoughtful process. The company cares about relations at every level of the organization, combining local activities with overall initiatives.

Young employees want more

Younger generations of employees have different needs and priorities than their predecessors. For today’s specialists, not only stability, but also flexibility, the sense of work and the possibility of real impact on the environment counts.

– The new generation needs space, autonomy and sense of meaning. We give them it. It is not enough to invite young people to work. You have to trust them, give them a voice and treat them like partners. And that’s why they stay with us for longer – notes Sylwia Chlastawa, head of the Lafrentz group and payroll department.

He adds that young people undergoing internships or internships are often employed permanently – and not on the principle of a “trial period”, but with a real place in the structures of the organization.

– From the very beginning, young employees are included in current projects, participate in team meetings, get specific tasks and influence what is happening. Thanks to this, they immediately feel that they are an important part of the team, and their work is of real meaning. This builds commitment, responsibility and gives them space for development – emphasizes Chlastawa.

Employee for years-HR secret Lafrentz?

In Lafrentz, an organizational culture plays a key role, in which man – not structure – is in the center. The company avoids unnecessary bureaucracy, focuses on direct contact with the management board and gives employees a real influence on the direction of development. This approach promotes commitment and builds the long -term loyalty of the team.

– I am lucky to work with special people, but I know that nobody stays in the company for a dozen or so dozens of years only out of habit. To build lasting relationships, you need to give something in return. And it’s not just about remuneration. What counts is the atmosphere, the ability to influence decisions, a sense of meaning in everyday work. This cannot be imposed or saved in the regulations – it is created every day and this is where we build the culture of our organization – sums up Vice President Durski.

The arrest of employees for years is the result of a conscious approach to management, based on mutual respect, responsibility and space for development.