Loyalty of young professionals as a factor in the development of the professional environment on the example of pedagogical universities

Abstract

Introduction. One of the most important issues to ensure the successful adaptation of young professionals in the labor market is to increase their professional loyalty. Loyalty is based on both the employee's satisfaction with the chosen place of work, the organization of work activities, and the value attitude to the chosen profession. The loyalty of young professionals is largely determined by the professional environment, which ensures the inclusion of young people in the profession and is based on the establishment of long-term relationships. The purpose of the study is to substantiate the loyalty of young specialists as a factor in the development of the professional environment on the example of pedagogical universities. Materials and methods. The study is based on the results of an online survey of young specialists of pedagogical universities of the CIS member states in the number of 1,285 people; the study of publications of individual authors, a review of the results of sociological research conducted by sociological organizations VTSIOM-Sputnik, ISPI RAS, etc. Data processing was carried out using the IBM SPSS Statistics and Microsoft Excel application software package. A descriptive method was used, the basis of which is represented by a descriptive methodology that allows quantitative explanation of the data obtained. The results of the study. The loyalty of young professionals is a complex characteristic that captures their positive attitude to their work, place of work, corporate culture, willingness to work in an organization and is determined by long-term relationships between subjects of social interaction and other aspects of the professional environment. The highest level of professional loyalty (from 6 points and above on a ten–point scale; the eNPS index for an organization from 30 to 100) is manifested in young professionals who focus on commitment and trust in the organization (a positive balance of "satisfied – dissatisfied" ratings – more than 50%), the team (80%), as well as on job satisfaction (73%). Such positions form the value attitude of a young employee and allow him to form not only his actual behavior, but also a higher perception of the value brand of the organization, therefore, interest in the results of work (the balance of assessments of professional growth prospects is 52%). Conclusion. The adaptation of young professionals in the labor market and the results of their work largely depend on how ready they are to perform their work and how successfully they are included in the professional environment. This process is assessed by the degree of professional loyalty of young professionals, as well as the responsibility of social partners to form a professional position of the individual.