A silent transformation is underway in today’s rapidly shifting work environment. The question is: have we as leaders fully grasped it? High performers continue to deliver excellent work but no longer tie their identity or future to a single organization. This gap between performance and commitment is not just anecdotal. I feel it reflects a measurable shift in how people experience work nowadays.
High Retention, Low Devotion
The Työntekijäkokemus 2025 report from Eezy Flow reveals this shift clearly. In Finland, 86% of employees expect to stay with their current employer next year, but only 19% say they feel strongly committed or passionate about their work. Behind those headline numbers are revealing insights:
- 92% of employees feel safe to express their opinions to their managers.
- 27% do not feel they receive sufficient support for professional development.
- Only 62% find decision-making in their organizations to be effective.
- Organizations score just 59 out of 100 in change capability.
These numbers paint a picture of stability on the surface but a lack of deeper engagement beneath. Employees feel safe and heard, but many do not feel invested. That weakens the bond that leads to long-term commitment. This means the majority of the workforce may be physically present, but mentally checked out. Or does it? What if it just tells us that people are redefining how they relate to work? Rather than disengage, they might operate under a new logic. They’re still showing up and still doing their jobs well, but they’re no longer tying their identity or purpose to the organization itself.
From Loyalty to Autonomy- Why and Why Now
The shift from loyalty to autonomy has emerged from years of economic uncertainty, flatter organizational structures, digital transformation, and a changing view of work’s role in life. Employees shaped by the pandemic and remote work have learned how quickly conditions can change. In response, they now prioritize personal agency over company allegiance. Autonomy offers adaptability, ownership, and freedom. Loyalty, by contrast, is now conditional. Employees stay when they feel supported, seen, and aligned with the mission. When they do not, their energy and commitment fade, even if they do not formally resign.
Why Is This Happening?
What if the old exchange of loyalty for job security no longer feels valid? Today’s workers want more than stability. They seek meaning, skill development, and flexibility. What if employees are not looking for a professional home as much as a launchpad for their personal goals? As a result, they treat work as a tool for growth rather than a permanent destination.
Autonomy Is the New Loyalty
In this new mindset, loyalty isn’t tied to an organization but to values, growth, and meaningful work. High performers can still be deeply driven. They want to learn, contribute, innovate, and be recognized. However, they no longer see their employer as the end goal; they see it as a platform. That’s why someone can consistently exceed performance targets, go above and beyond on projects, earn praise from peers and clients, and still be mentally halfway out the door.
So, what fuels their high performance if it is not loyalty? How about personal pride in quality work, reputation-building for future opportunities, a desire to master their craft, external motivations like income, recognition, or impact, and my favorite, a sense of integrity, the drive that won’t let them do “just enough”? None of those require loyalty to a brand. They require loyalty to oneself.
How to Turn Low-Commitment Employees into High Performers
Do remember that not all disengaged employees are necessarily unmotivated. Many are waiting for a reason to care. The first step is to ask what matters to them and then take action. Provide them with growth paths, meaningful projects, and the opportunity to influence decisions. The moment people feel that their work has a purpose and their input matters, their energy shifts. Trust, recognition, and involvement are powerful drivers. Even a passive employee can become an active contributor in the right environment. Commitment is not forced. It is earned through trust, respect, clarity, and consistent leadership.
What Can Leaders Do?
How about we stop assuming loyalty and start earning it? This means helping employees find purpose in their work, supporting their growth, trusting them to lead, being transparent during change, and creating a culture where people feel valued. Commitment follows when people see that their work matters. And that people matter, too.
The Bottom Line
High performance without long-term commitment isn’t a problem to “fix”. It’s a reality to understand and adjust to. Autonomy doesn’t mean detachment. It just means employees are now choosing where to give their loyalty, and that is based on meaning, not tenure.
Commitment today is not automatic, and employees are no longer attached to companies by default. They choose to stay when they feel valued, empowered, and inspired.
Performance can be managed. Commitment must be earned.
