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The war for talent doesn’t stop when employees are hired; many managers in large companies find their productivity stifled because they can’t find qualified people to train & promote within their own organisations. The culprits: (a) traditional hierarchical mind-sets, which treat talent as “corporate property”, &
(b) HR departments that chart career paths solely within organisational “silos”.
Consider the merit in changing mind-sets….
PRESENT: Employee is owned & loyalty is expected.
CHANGE: Employee manages & directs career. Loyalty is earned.
PRESENT: Job seekers have limited choices. Employers have a limited number of candidates to consider for the positions available.
CHANGE: Open competition among a wide range of candidates for a wide range of alternative jobs
PRESENT: An implicit contract exits between the employer & the employee..with limited terms that can be considered enforceable.
CHANGE: Terms of employment should be explicitly defined e.g. role, duration, place of work along with trigger points for negotiation, not to mention 3rd party enforcement of terms.
PRESENT: The security of employer/employee relationships are essentially driven by mutual trust.
CHANGE: Engage an HR “broker” to protect confidences & interests of both employer & employee.
PRESENT: Employees are typically engaged following a one-time negotiation of compensation.
CHANGE: Compensation should be governed by standard terms/protocols wherever possible.
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