Published by:
Harvard Business Publishing
Length: 9 pages
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Abstract
Virtually everyone agrees that the old covenant between employer and employee--under which companies offered at least a measure of job security in exchange for adequate performance and some exhibition of loyalty--is dead. Some management thinkers argue that instead of the traditional focus on employment, the focus should now be on employability. That means having the competitive skills required to find work, when you need it, wherever you can find it. Some companies, such as Apple Computer, Sun Microsystems, Raychem Corp., and 3Com Corp., are already moving in this direction. And from the progress they''ve made so far, the authors have been able to discern basic ingredients all programs should include and pitfalls to avoid. The company that embraces career resilience will have a huge strategic advantage. By encouraging people to grow, to change, and to learn, it will do those things better itself.
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Abstract
Virtually everyone agrees that the old covenant between employer and employee--under which companies offered at least a measure of job security in exchange for adequate performance and some exhibition of loyalty--is dead. Some management thinkers argue that instead of the traditional focus on employment, the focus should now be on employability. That means having the competitive skills required to find work, when you need it, wherever you can find it. Some companies, such as Apple Computer, Sun Microsystems, Raychem Corp., and 3Com Corp., are already moving in this direction. And from the progress they''ve made so far, the authors have been able to discern basic ingredients all programs should include and pitfalls to avoid. The company that embraces career resilience will have a huge strategic advantage. By encouraging people to grow, to change, and to learn, it will do those things better itself.