Developing Strong Loyal Employees

Developing Strong Loyal Employees

One of the things that I enjoy most about leading Etech Global Services is the fact that I get to work with a group of people who truly enjoy what they do and have a strong sense of loyalty to our organization.  I’m often asked by peers in other organizations how it is that Etech has such a consistent and loyal staff and I truly believe it is because of our strong core values as an organization.  People like to stick with those who know what they believe and live out that belief system, this is something we strive to do daily.

As I sat down to write this article I asked myself, “What are the factors that develop strong company loyalty?” I came across an article that talked about the importance of having strong company values as the primary tool that builds company loyalty. I agree with that 100%.   Here at Etech, we have 12 Character Commitments that are the foundation of everything we do as an organization.  In 2007, we made the decision to implement and cultivate a leadership culture that is based on the willingness and dedication to making a remarkable difference in the lives of our customers, our people and our communities by serving first. We believe that every person has value and deserves to be included, respected and valued. We also believe that any person can accomplish far more when inspired by a purpose far beyond meeting deadlines and hitting quotas.

In addition to having strong core values, it is important that employees feel they have a future at their place of employment. The opportunity to advance is very important in developing company loyalty.  No one wants to work in a dead-end job, and when a person feels they are in a dead-end job, that can lead to dissatisfaction and high employee turnover. At Etech, we believe that hiring from within is a great way to build company loyalty.  When we see that an employee possesses certain skills, we make every effort to develop those skills.  For example, if we see strong leadership skills in an entry-level employee, we offer them the opportunity to take advantage of leadership classes that we offer that are designed to develop future managers. When a young employee sees that his/her manager has confidence in their abilities and is given the opportunity to develop those abilities, that employee begins to develop a sense of ownership and connectedness to the organization that is priceless.

Finally, offering perks and good benefits is another means of developing loyalty. When an employee feels that they would have a lot to lose by leaving an organization, they are far more inclined to stay at that organization. At Etech, we believe it is important that a person be able to pay their bills and provide for their families so we offer a very competitive salary and benefits package, along with a 401K. We have events throughout the year that employees and their families can be part of and we also encourage community involvement.  Over the years, as I’ve been at Etech, I’ve seen how this aspect of our company culture has been a major factor in building loyalty and a sense of community within our corporate walls.

I truly believe that building a strong and loyal staff is the foundation of success for any corporation, large or small.  When employees feel that they are truly “part of the family” they are far less likely to want to leave. Sure, we’re all concerned about profits and being successful financially, but developing a staff that is loyal and committed to the success of your organization lays a foundation for success that is beyond measure.

This blog entry was written by Matt Rocco, President and Managing Partner of Etech Global Services. If you would like to learn more about Etech and contact center technology and service solutions, please contact us at

Matt Rocco

Matt Rocco

Matt Rocco is the President/CEO for Etech Global Services. Matt is a 38-year veteran of the BPO industry. He has held key leadership positions within Dun & Bradstreet, The Berry Company, and Etech Global Services. In the past 38 years, he has spent time in every facet of call center operations and outsourcing processes. Matt has been an avid speaker at many industry events and was featured in the articles of various renowned periodicals including The Wall Street Journal, Contact Center World, Call Center Magazine, Call Center Times and others.

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