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Should employee loyalty be over ?

With so much companies re-organizations and forced layoffs, should employees still aspire to long careers within a same organization ? what should be the new mindset ? Where will the inspiration be ? In the organization values and mission or the individual's ?


Closing Statement from fernando quinones

As final answer, I conclude that the recent economic situation, is currently revealing a dilema in the reality of for profit corporations. Such, impacting the sensitive line, that employees are the best asset and they should do their best to retain them. The world changed. Employers now only retain as long as you produce immediate results. On the other side, employees, having lived through employers recent actions, are shifting mindsets from lifelong careers to transitory status, making them receptive to changing jobs that align to new opportunities and better treatment. Both sides seem to be moving on opposite directions, which lead to believe that the labor scenario will soon be faced by a serious challenge to synchronize both. In the meantime, the sense of job security and employees passion for an employer is quickly vanishing, only to expect that overall performance and results will eventually be seriously impacted. Employers need to urgently lead, in defining the future employer-employee relationship. This, towards attracting and retaining talent while maximizing efforts and results. Re-balancing the overall happiness and satisfaction levels of both employers and employees is a must. Whoever company surfaces to lead on this, will be delivering a sound contribution for businesses, that will allow for employers-employees to soon evolve from the current difficult economic times.

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  • Oct 2 2012: Fritzie: good point, but why not invest in developing/training of current employees in needed new skills ?
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      Oct 2 2012: I misunderstood you. I thought you were asking whether employees should plan on staying with their same employers for a whole career.

      I think many businesses do prefer to develop their existing employees when the required skill set is a simple add on to what the person can already do. People used to use the terms "general training" and "specific training." Specific training and specific knowledge have special relevance to the setting to which the employee is hired. Once the employee knows the systems necessary in a setting as well as how to communicate with and work across working groups in the setting, it is often much more sensible to get the incumbent employee trained in the new skill than to train someone from outside who would still need all the training specific to the workplace.

      From the standpoint of the business, though, if what one really needs is a computer engineer, it is probably more efficient for a business to hire a computer engineer who has already received his four years of training and certification than to pay for four or more years of schooling for someone in-house, particularly someone whose role in the firm was entirely different.

      One factor that does dissuade firms from doing substantial amounts of their own technical training is that other businesses in the same industry may hire the person away once the first firm has trained them. The training is the employee's asset unless the employer is the only game in town.There is a lot of raiding of employees among software firms I believe.

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