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

By Tim Baker (auth.)

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Additional info for Attracting and Retaining Talent: Becoming an Employer of Choice

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As we have discussed, there are many and varied vested interest groups, pressures, and traditions to retain the “them and us” relationship. But, equally, the costs of retaining and reinforcing the traditional employment relationship arguably far outweigh the benefits. Moreover, we are given the impression from popular management books and magazines that the situation is shifting faster than it really is. These superficial accounts paint an overly optimistic picture of how things are changing by citing selected cases of companies that claim to be employers of choice.

This output focus has often been at the 45 The New World of Work expense of employee growth. Employees generally want managers to provide them with more say in the day-to-day running of the business. But other employees with a traditional view of their work may believe that managers are paid to make decisions and workers are paid to follow instructions. These conflicting viewpoints of the psychological contract create misunderstandings and confusion between managers and employees. Today’s workplaces are filled with these paradoxes.

1 have been thoroughly investigated and researched in organizational settings across industry groups, countries, and public- and private-sector organizations. I have used examples and anecdotes from some of the world’s best companies to show how they are coping with these changes successfully. This provides some context and practical illustrations of what you can do in your own organization to better reflect this emerging relationship between employee and employer. To begin this journey, Chapter 2 looks at the changing world of work and some of the global and economic pressures that have transformed the psychological contract.

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