If you work for a single company for a long time, especially a large company, you’re probably familiar with the common workplace rituals that have developed which mark the beginning and the end of the employee life cycle. The welcome cards, the little speech when someone starts, the little mementos people buy for you when you start. Then there are the leaving parties, the speech on how great an asset someone has been and how sorry everyone is to see them leave, and the post-work trip to a local pub with a few of the people the person leaving became close to. Perhaps you’ve shed a few tears yourself or had others shed tears on your behalf after moving on from a company you grew attached to.
As negative as the actual experience of leaving a job can feel, losing people is an absolutely necessary part of the work ecosystem. People come and people go. It’s in the very nature of most forms of social human activity. Whether it’s a circle of friends, a royal lineage, a scientific project, a private company, or a public service, fresh blood is regularly introduced and others move to something new. It’s a vital part of how social structures adapt themselves to a changing world or try to influence the changes that occur around them. Without this exchange of people stagnation and weakness sets in.
Illustration: Studio Fee Overbeeke
When you ask CEO’s and CHRO’s what their key priorities are for the coming year, talent management always is one of the issues high on the list. Talent management is an easy and safe choice. Nobody will argue that talent management is not important. Supervisory Boards love to talk about succession and talent management. Talent management is generally seen as something long-term. When you hear terms as “strategic”, “long-term”, “future” and “investment”, you must be careful. For talent management this means: it is important, but not urgent. For the CEO, it means: I have ticked the box, but now HR can deal with it. Of course, I will visit the final session of the senior management program, of course, I will personally mentor one or two high potentials, but please, do not bother me too much about talent management, I have more urgent matters on my plate. A big challenge for organisations is to make talent management urgent, and to make it a priority of today, not of the future.
Companies are under pressure to come up with innovations: strategic investments in holistically designed working worlds aim to strengthen competitiveness. In the exhibition area “Workplace of the Future | Design by HCD”, the Zukunft Personal is developing visions for the working world of the future in the Koelnmesse from 18 to 20 October. In cooperation with the company HCD Planungsgesellschaft, Europe’s largest exhibition for human resource management is giving visitors the opportunity to experience individual room and design concepts live for the first time on an area of more than 500 square metres.
Foto: Dan Price
Interview with Dan Price, Founder and CEO of Gravity Payments
While some people live at subsistence levels in spite of long and hard working hours, others are rewarded handsomely for similar tasks. Equal pay for equal work is rarely reality. A businessman in the United States refused to accept this and came up with a “crazy” idea: he renounced his million-dollar salary to pay each of his employees at least 70,000 dollars. With his announcement he unleashed a broad debate on the extent to which money is a motivating factor and whether profit as the unique corporate goal has become obsolete. We spoke with Dan Price, CEO of Gravity Payments, who is one of the keynote speakers at Zukunft Personal, the HRM Expo, in Cologne this October. >>MORE>>