5 Love Languages of Employee Retention
The Love Language Concept
Gary Chapman’s book “The Five Love Languages” is a must read book for couples seeking a healthy, sustainable relationship. Recently I’ve realized that this book that promotes maintaining healthy romantic relationships is applicable to a employer’s relationship with an employee. Especially if you keep the romantic part out of it.
Here’s the main concepts. We humans have five emotional needs or bucket that require filling. These five love languages are:
- Words of Affirmation – for some people words speak louder or just as loud as actions and praise.
- Quality Time – Who in a relationship has not been told, “We don’t spend enough quality time.”
- Receiving Gifts – Flowers, Chocolates, Jimmy Choos, Ferraris
- Acts of Service – Doing favors or chores for others.
- Physical Touch – This isn’t necessarily about what happens in the boudoir. It’s like putting a hand on someone’s shoulder, holding hands, etc.
Chapman’s theory is that all of us seek emotional affirmation in mix of many of the above emotional bucket fillers. Yet we all have a primary preference. Some of us value Words of Affirmation above all else while others may value Quality Time, or Receiving Gifts.
According to Chapman, the key to a healthy relationship is to have each mate understand and fill the emotional needs of the other. People tend to assume and project that the love language they value is the same for others and therefore treat their partner as they would like to be treated.
For instance if I value words of affirmation I might assume that my mate values the same and therefore I would keep telling her how much I appreciate her. There I go all fat, dumb and happy thinking I’m filling her love tank and she’s feeling unappreciated because she values acts of service. She’s smart and pretty enough to know that it’s easy for me to tell her how pretty and smart she is so she’d rather I make the bed and take out the trash..
The theory is that if you understand each other’s emotional needs and keep each other’s love bucket full, you’ll continue with a healthy sustainable relationship.
Applying the Concept to Business
My experience tells me that this concept is just as important and applicable for managing a healthy relationship with one’s employees as it is in a romantic relationship.
Now for the professional relationship let’s eliminate the physical touch need, because that’s just creepy. Employees don’t usually join a company to fulfill this need and if they do, you are best served by leaving that bucket empty. If you’re not running a massage parlor you may be better off having employees craving physical contact at work self-select themselves out of a job.
That leaves us with these four items.
- Words of Affirmation – Recognizing your team members privately and publicly. Do you recognize outstanding performance? Trophies, plaques, celebrations of accomplishments.
- Quality Time – Spending times with your team members to get to know them better, solicit their opinions and to give and get feedback. Many times constructively kicking an employee in the tail achieves positive results. Hey people want to know they’re relevant and you care about them. Even well-meaning negative feedback shows an employee they’re a part of the team.
- Receiving Gifts – When was the last time you gave an employee a coupon for a dinner for two or a bottle of Dom Perignon? How do you reward the employee who stays up all night to meet a customer commitment?
- Acts of Service – Allowing the use of company equipment or vehicles. Allowing extra time-off for personal situations like child births, family sickness, etc. Pitch in to help employees in need.
Workers are no longer motivated by the carrot and stick techniques of the past. The latest motivational research illustrates that money is not the prime motivator for conceptual workers (Daniel Pink – Drive). Maintaining a culture that sustainable supports employee engagement is a function of the relationship between the employer and employee.
First I’d like to suggest that shifting your thinking from the old employer/employee mindset to that of a relationship between members of a team.
Second, it is my contention that the better you understand and fulfill the emotional needs of your employees the more successful you will be at building a culture of high performance!