Employability development: employee loyalty factor?

It is a fact, our security agents are more and more solicited, and 45% of companies indicate that they are struggling to fill open positions. Given the current shortage of security skills, special attention must be given to recruitment processes to be closer to the needs of customers. For private security companies with an average turnover rate of 60.5%, another challenge is to retain and retain staff.

In human resources management, the issue of employee loyalty is recurrent. Employees, increasingly concerned about their quality of life at work, are now considered as customers of the company whose expectations must be met. Among the levers of loyalty of the employee, the development of employability has its role to play.


Retention is measured by the turnover rate, which corresponds to staff turnover, recruitments and departures. But to be more representative, the loyalty of employees must be measured by the rate of voluntary departure which is characterized by the rate of resignation.

Identifying the issues of loyalty is essential to understanding its interest. Companies must manage the turnover rate for several reasons: anticipate retirement, limit the turnover rate which is costly for the organization … Also, an organization that does not retain its competent staff loses human capital and therefore skills necessary for its operation. Finally, loyalty allows organizational performance and real competitiveness on the market. Taking individuals into consideration and showing interest enhances their satisfaction, commitment and performance.

Therefore, in order to establish a certain sustainability, companies must be able to maintain their staff. To deal with candidates with increasingly specific and complex expectations, employers need to rethink their retention strategy and differentiate themselves in the job market. Traditional strategies, such as competitive compensation, need to be rethought.


One way of maintaining employee loyalty would be, in return for his involvement, to help him develop his employability. Employability is “the higher or lower probability that a person looking for a job can find one” (Peretti, 2015).

While the main factor allowing for involvement and loyalty remains internal job security, in recent years, in the face of a complex job market, the expectations of individuals and HRM practices converge more and more. more towards the security of employability: guaranteeing external job security.

This search for employability must go through training and career management with a view to increasing the skills of employees.


At SGP, the issues of employee loyalty are well understood. The rise in skills of our agents is, we are convinced, lever of loyalty and involvement. That’s why since 2015, we have initiated the big managerial shift towards a “Liberated Company“: an innovation in the world of Private Security! The flattening of the hierarchy was manifested by the accompaniment of the heads of post to a broader status of “Leaders agents”. Real intermediaries and referrals both to the customer and support services, they are able to organize schedules according to the needs and constraints of each, to recruit, to assign positions according to the expectations and skills of employees and to listen to everyone. Through this “concentric” organization that puts operational staff at the heart of operations, we encourage the empowerment of sites. We are convinced that the best people to manage are those in the field. From then on, the decision chain is reduced, the service becomes more responsive, the agents are more involved and our support services are now positioning themselves as facilitators in the service of the field!

By putting “the human in the heart of the company“, by increasing accountability, and by developing the employability of our agents, the SGP Group succeeds in retaining: less absenteeism, turnover rate 3 times lower than the national average and a resignation rate of 2.65%!

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