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Posts Tagged ‘marketability’

Once upon a time there was an “employment pact” between employer and employee. In this pact, the employer set out that if you come to work, do a good job, and keep your nose essentially clean, you will have a job as long as you want it. That fairy tale ended before most of us were born. If anyone was holding out that this may still exist in today’s world, the past couple of years will have changed those views.

What this means is that company allegiance as well as employee allegiance just does not extend as far as it may have in the past. For most employees that sense of allegiance is now associated with their own careers rather than a particular company. So when it’s every man or woman for themselves, what is a company to do to retain its key contributors? 
 
More often than not, companies begin to reach for reward elements as a quick solution to retention. However, I’m telling you now that most reward elements provide only a patch with very little long-term holding value. Throughout my career in human resources, I’ve come across a multitude of executives and professionals who are more than willing to accept a new job offer as long as the start date follows the cutoff date for full payment of their current company’s pending bonus. Considering how we arrived at this point in the US job market, organizations seeking a sustainable retention tool with value today, tomorrow, and long into the future need to make a serious investment in learning and development at all levels.
 
Talent and leadership development gained a new level of importance as individuals found themselves jobless after 10, 15, and 20 years of employment. As they dusted off their resumes and summed up their marketability, many discovered that their skills and abilities fell a bit short of what’s required today to get the results organizations were seeking. While they were working hard and doing what was asked of them, they were not necessarily growing in a manner that made them more valuable. Colleges and universities have seen their student population increase dramatically over the past 24 months, largely due to formerly working adults returning to school or enrolling in continuing education programs. Some in this new group of students are there to upgrade their ability to perform in their current occupations whereas others are there to acquire new knowledge and skills for increased career flexibility or a complete change of careers.
 
The implication for companies in all this is that your current employees witnessed the fallout and can just as easily see themselves in those shoes. The one thing that can provide some sense of security is a solid and marketable base of knowledge, skills, and abilities that can be applied in any number of employment settings. In this type of environment, a company that demonstrates a commitment to its employees through talent and leadership development has a much higher probability of retaining its key talent. By doing this, you are creating an environment that will incent your employees to want to be better employees for you and not for your competitors.
 
With regards,
Vivian L. Mora, MSS, SPHR
 
 
Note:  If you are interested in establishing talent and leadership development programming that will work for your organization, feel free to contact me directly, 1-877-310-6553, ext. 702 or email me at vivian@morahr.com. We offer development programs geared towards accelerating individual, team, and enterprise performance (http://morahr.com/HR_Alignment.aspx) and we also maintain working alliances with a number of consulting firms and independent consultants to ensure that the needs of our clients are first and foremost.
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