Workers gain influence over employers right in front of our eyes



“By creating your own stupid barriers, you are actually making it harder for you to find talent,” said Obed Louissaint, IBM’s senior vice president for transformation and culture. By working with managers across the company on training initiatives like the one Mr. Lorick was hired for, “it’s about making managers more responsible for mentoring, developing and developing talent. rather than buying talent ”.

“I think something fundamental is changing, and it’s been happening for some time, but now it’s accelerating,” Louissaint said.

Efforts like IBM’s are, to some extent, a rediscovery of the value of investing in workers.

“I think there are a few things that companies need to relearn,” said Byron Auguste, CEO of Opportunity at Work, an organization dedicated to fostering employment opportunities for people from all walks of life. “Many companies, after the recessions of 2001 and 2008, dismantled their onboarding and training infrastructure and said it was a cost we couldn’t afford.

“But it turns out that you actually have to develop your own workers and you can’t just rely on hiring. “

All work involves more than a salary. Some good jobs don’t pay a lot, and some bad jobs pay a lot. Ultimately, every job is a set of things: a salary, yes, but also a set of benefits; a pleasant working environment or not; advancement opportunities (or not); flexible hours (or not).

Statistical agencies collect fairly good data on aspects of jobs that are quantifiable, especially wages and benefits, and not as good data on other dimensions of what makes a job good or bad. But it is clear, as the labor market tightens, that people systematically prioritize these less quantifiable benefits.


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