How to Get Your Employees to Love Your Company
Employee loyalty is no longer about perks or pay alone. Drawing on data from Gallup, case studies from Andela and Access Bank, and global insights, this article explores how Nigerian companies can retain top talent by embedding recognition, growth opportunities, and authentic leadership into their culture.
Photo by Christina Morillo
Companies win more than customers when employees are deeply committed—they win resilience, innovation, and long-term financial performance. In competitive talent markets, retention and culture are now strategic assets. But many organisations assume they can simply set perks and wait for loyalty to follow.
The research and experience of high-performing firms in Nigeria show otherwise: real loyalty is built deliberately through leadership, recognition, empowerment, culture, and authentic investment in people.
Recent longitudinal research by Gallup and Workhuman (2022-2024) reveals that employees who receive high-quality recognition are 45% less likely to leave their organisation after two years than those who don’t. When recognition includes meaningful feedback, aligned values, and support for well-being, turnover drops further [1].
Another Gallup report shows that recognition need not be costly but must be authentic, frequent, and meaningful to each employee. A “thank you” card or public acknowledgement may have a greater impact if the recipient feels seen [2].
These findings align globally. Meanwhile, in Nigeria, studies in the banking sector show that leadership style, participation in decision-making, job security, and growth opportunities correlate significantly with employee satisfaction and commitment. For instance, a survey of staff at Access Bank’s branches in Anambra State found that both continuance commitment (the desire to stay due to emotional or financial investment) and normative commitment (a feeling of obligation) strongly affect the bank’s overall performance [3].
Employees who feel excluded from decisions or poorly led are significantly more likely to disengage or leave, which imposes turnover costs, knowledge loss, and weaker customer outcomes.
Andela, founded in Lagos in 2014, has built itself into a remote-tech powerhouse in part by centring its culture. Its values—“Excellence, Passion, Integrity, Collaboration” (EPIC)—are more than posters; they form part of the hiring, evaluation, and internal leadership programmes.
One founding principle at Andela is investing in people early: the company has often trained engineering talent through rigorous bootcamps, paid fellows during learning, and created leadership tracks (for example, the Andela Technical Leadership Program) so that employees can move beyond coding into managing others, architecture, or client engagement.
Employee feedback platforms (e.g. internal surveys, culture reviews) and the prioritisation of learning and development are repeatedly cited by staff on Indeed and Glassdoor as reasons they stay, feel respected, and trust management. For example: “Learning and development are prioritised in line with client and market demand.” “Management listens to its employees, fair and equal treatment for all regardless of position.”
In banking, Access Bank provides useful lessons. A case study of Access Bank’s manpower training and employee development (Obioakpor branch, Port Harcourt) found that there is a strong positive correlation between training programmes and employee development. Employees who participated in organised training reported higher job satisfaction, greater loyalty, and improved performance metrics.
Another study in Access Bank branches (Anambra State) observed that employees’ participation in decision-making enhances performance. Workers who felt included in operational or policy decisions reported that they feel more valued, more connected to the mission, and more willing to go beyond minimal roles.
Access Bank also runs wellness programmes (for foreign employees but with insights for all staff), which include culturally sensitive support, health and well-being provisions, integration into the work culture, and regular feedback. Interviews in that study showed that such wellness programmes improve productivity and job satisfaction.
Drawing from global research and Nigerian experience, here are four pillars that companies must build to cultivate emotional loyalty from employees—so that “love” isn’t just an ideal, but something visible in behaviour and outcomes.
Leaders should design recognition systems that are not one-size-fits-all. Gallup’s findings show that employees who receive recognition that matches their values, acknowledge contributions promptly, and link to purpose are far more loyal. Andela’s culture reflects this: recognition is woven into peer reviews, client feedback, public calls, and opportunities for visibility beyond immediate tasks.
Employees want more than instruction; they want a voice. Participation in decision making—whether about process improvements, resource allocation, or customer approach—gives people a stake. The managerial-style studies at Access Bank show that when staff feel their input is heard and valued, this correlates with lower turnover intentions. Autonomy, when responsibly assigned, strengthens ownership.
From research at Access Bank on manpower training to Andela’s leadership programmes and boot camps, it’s clear: employees stay when they see clear routes upward—whether through technical promotions, cross-functional assignments, or leadership paths. Learning also signals that the company considers them long-term assets, not disposable labour.
These are often under-emphasised but are foundational. Trust grows when leadership communicates openly, follows through on promises, and listens. Wellness—encompassing mental, physical, and cultural aspects—is increasingly central. Gallup’s research identifies well-being as one of the essential practices enabling organisations to put people at the centre of success. Recognition + well-being + feedback loop = lower burnout, higher loyalty. In Nigeria, Access Bank’s wellness programmes show measurable impacts on foreign staff; similar design principles extend to all employees.
To turn these pillars into lived culture—not just an aspirational vision—companies should undertake:
Regular, anonymous employee engagement surveys with specific questions about recognition, leadership transparency, growth satisfaction, wellness, and decision-making involvement.
Public dashboards or communications that report progress on staff development goals, diversity/inclusion metrics, wellness offerings, and feedback outcomes.
Leadership training that focuses on empathy, listening, inclusive language, recognising contributions, and being willing to admit error.
Structured mentorship or career path mapping: clearly defined paths (technical and management) so employees see how they might advance.
Wellness programmes that include not only physical health but also mental health, cultural inclusion, work-life balance, and stress management.
Companies that try but fail often do so because of hollow implementation. Common pitfalls include:
Recognition that feels transactional or insincere (e.g. praising someone publicly but doing nothing to address systemic issues like compensation or resources).
Training without meaningful application or promotion opportunities.
Overemphasis on perks (snacks, game rooms) while ignoring broader culture, leadership style, or well-being.
One-off wellness events rather than embedded, continuous programmes.
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