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The relationship between companies and
employees has changed dramatically over
the past few decades. With a shift from
guaranteed employment in return for submission
to the company. The dynamic today
is more like a partnership between the
worker
and the employer. This provides companies
with more flexibility in terms of hiring
practices, but also encourages a decreased
worker commitment.
While the company
is no longer accountable for providing
a secure job to the employee, the employee
in turn has to take charge of his or
her career. This is known as career
resilience, and it is a dawning dilemma
for many
in the workforce. But if a company
can effectively be a guiding light for
those
who see an uncertain future for the
next thirty or forty years, then that
company
is already a giant step ahead in the
game of retaining quality talent.
In order to build and maintain an effective
career resilience program, a company
must have a clear vision of what the
most desirable career path its top performers
might like to take. Superior talent management
will then capitalize on these desires
by developing employee promotion and
reward programs that bring the hold the
worker’s hand, bringing him or
her to where he or she wants to be in
life. For some, the path of success leads
them to being able to travel or interact
with certain demographics. Most employees,
however, are satisfied with pay increases,
benefits and, most of all, the sense
of worth that their ambitiousness seeks.
Overall, it is important that talent
management programs succeed. It
means nothing that a talent management
program
is designed well if it is not followed
up by a dedicated team and committed
leadership that is on the site daily,
ensuring that the employee's improvement
and satisfaction is accounted for and
constantly increasing.
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