Attracting and Retaining Talent: Becoming an Employer of by Tim Baker (auth.)

By Tim Baker (auth.)

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Increasingly, people are more interested in doing work that they find meaningful rather than faithfully following a long-term career path. The average employee of the twenty-first century is spending 30 Attracting and Retaining Talent less and less time working in one organization. They prefer to demonstrate short-term commitment toward the purpose of the organization rather than exercising long-term dependency and loyalty. Modern employees understand that they cannot stand still: they must keep learning and growing.

How have the needs of employees changed? in A su c t ce he cess on ntu tw ful co em ry i ent car an ntin plo s ba y-fi eer r d s y in uou ab ed st de s ili pe lea ty, nd rn en ing ce , . As the needs of enterprises have changed, the new economy has fundamentally changed the needs of workers too. For instance, a successful career in the twentieth century was based on three pillars: a secure job, often with the same company for an employee’s entire career, qualifications, and demonstrated loyalty to the employer.

Although it is largely commonplace now, this was not the case when the iPhone was first released onto the market. Being first to market was a huge advantage to the company and, consequently, led to enormous revenues in a short time frame. Being innovative is virtually impossible when people are trained to comply with organizational systems and processes. M. (1995) “Mastering change,” in S. Chawla & J. Renesch (eds), Learning Organizations: Developing Cultures for Tomorrow’s Workplace (pp. 71–83).

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