Palomi Jain的动态

We’ve all seen it — job offers that expect new employees to land multiple clients within the first month or two. Talk about stress! How can anyone deliver results when they’re still figuring out where the coffee machine is, let alone understanding the intricacies of the company’s processes? The first 90 days shouldn’t be a race to prove worth. It should be about integration, about becoming part of the team and getting a feel for the company’s culture. Allow your new hires the time to find their footing, learn the ropes, and understand the company’s expectations. Pushing them too hard, too soon is just unkind, it’s counterproductive. When you rush, you lose. When you give them the grace to grow, the payoff is extraordinary. If you give employees the space to settle in, they will reward you with a more sustainable, meaningful contribution down the line. It’s about creating long-term value, not burning out talent for short-term wins. Take the time to nurture their potential. Trust me — in the long run, it’ll pay dividends #integration #culturalfit #employees

Are you feeling stuck in your job? Within companies, voluntary turnover has dropped ?? from 17% in 2022 to 12% today, and while hiring remains strong in many parts of the economy, unemployment has edged up ?? . And that means fewer promotions and a cooling white-collar job market. Maybe you're lucky ?? and your employer is finding creative solutions to create career development and mobility opportunities. A few examples from Chip Cutter's piece in The Wall Street Journal include: ?? McKinsey & Company upping their mobility budget to allow employees to temporarily take projects in new cities. ?? Synchrony is allowing its people to apply for temporary positions on other teams. Great example of a job swap in the article! ?? Exact Sciences is expanding roles to give employees fresh challenges. ?? Allstate's recruiters are focusing internally, and this year have filled 60% of its roles internally (up from 45% last year). What's your company doing? Don't have a subscription the WSJ, but want to read the article? I'll send you a gift link. Over 3,300 organizations provide WSJ access to their employees. Learn more about that here, https://lnkd.in/ePpqWZ2U https://lnkd.in/eYjVg_7M

When cost-containment results in overburdening salaried employees, then support and/or adjacent positions remain unfilled, removing critical rungs from the internal career development ladder. #research #iopsych #talentmanagement #financialization #employeedevelopment #successionplanning

Here is an article to consider. We need to recognize the vacuum that has been created by the mass exodus of professionals due to COVID and that there is no substitute for working one's way up the career ladder. All the theory in the world is not a substitute for living the situation. The role of the one with experience is to be open to communicating to those coming on board in a way that will be heard. My suggestion to those coming on board is to be open to the experience of others in your chosen field. Let's close the gap.

Companies should stop blaming employees for being “not loyal” and start taking accountability for why so many people quit. When you create a bad company culture and underpay your team and lay off mass groups of workers, people are going to get the message: This company is not loyal to me. They then face two choices: Stick with the company like a toxic relationship, or find someone who does value you. The research clearly shows it’s easier to get a raise by job hopping than sticking with your existing employer. I got upset when I saw a viral post on here last week (over 40,000 likes) from someone proudly proclaiming themselves an unabashed job hopper. I come from a generation who thought that 3 years in a job was a desirable minimum. I’ve spent my career - both in and out of HR - trying to make sure people are valued and want to stay by building organizations focused on career development, consulting employees on culture and making fair and transparent decisions. But I’ve realized that’s often not the norm. Employees who job-hop are typically reacting in a rational way.

Feeling overlooked in your current role, despite years of hard work and loyalty, is a telltale sign that it might be time to explore new horizons. ?? Companies often focus on attracting new talent with competitive salaries, leaving their dedicated employees feeling undervalued. This narrative isn’t new, but it's a wake-up call for many professionals. Let’s discuss strategies for advocating for our worth within our industries and remembering that sometimes, the best opportunity awaits us just one bold decision away. ?? #CareerGrowth #ProfessionalDevelopment

Companies should stop blaming employees for being “not loyal” and start taking accountability for why so many people quit. When you create a bad company culture and underpay your team and lay off mass groups of workers, people are going to get the message: This company is not loyal to me. They then face two choices: Stick with the company like a toxic relationship, or find someone who does value you. The research clearly shows it’s easier to get a raise by job hopping than sticking with your existing employer. I got upset when I saw a viral post on here last week (over 40,000 likes) from someone proudly proclaiming themselves an unabashed job hopper. I come from a generation who thought that 3 years in a job was a desirable minimum. I’ve spent my career - both in and out of HR - trying to make sure people are valued and want to stay by building organizations focused on career development, consulting employees on culture and making fair and transparent decisions. But I’ve realized that’s often not the norm. Employees who job-hop are typically reacting in a rational way.

Interesting article.

A couple years ago quiet quitting was one of the many buzz words hitting headlines.?The workforce has seemed to settle into the new world of work post pandemic, but employers are far from settled.?Technological advances are shifting and changing not only the way we work, but also the jobs available in the marketplace.?Gone are the days of working in the same position, for the same company for an entire “stable” career.?The new stable looks more like frequent reskilling, broad variety of experiences and utilizing critical thinking to adapt to a rapidly evolving marketplace.?That old adage, variety is the spice of life seems to hold true today. According to this Wall Street Journal article, voluntary turnover is on the decline, the unemployment rate has slightly risen despite strong hiring in parts of the economy.?As wage gains ease up and open positions remain unfilled, career advancement is starting to look different.?Traditional opportunities to grow your career may be drying up some but employers are looking to creative solutions like rotations and job swaps to invest in their current talent pool without creating more positions and layers.?The Great Resignation appears in the rearview mirror, giving way to a focus on internal mobility.?Employers who mine for talent within and spice up a stagnant career path will be winners who attract and retain top talent. I recognize that employee benefits highlight core needs such as health insurance, Paid Family Leave, tuition reimbursement, flexible work arrangements, etc., but would you consider rotations and job swapping an employee benefit or part of company culture?

It's time to change our mindset on employment. I've noticed that many complain about finding and keeping talented employees often overlook essential factors such as process, structure, culture, and, most importantly, the human element within their companies. Running a business without clear processes and a nurturing culture and treating team members as mere numbers can lead to high turnover rates. It's an outdated approach to believe that people should be grateful just for having a job. In reality, employment is a two-way street, similar to any meaningful relationship. For a business to succeed, both parties must find value and fulfillment in their connection. A supportive work environment, where contributions are recognized, and individual growth is encouraged, is a must-have. It's not just about keeping talented people; it's about building a team that is engaged, passionate, and committed to shared objectives. Let's create workplaces where everyone feels valued, seen, and heard. When employees win, the business wins. It's a win-win situation where the company's growth and success are directly tied to the satisfaction and advancement of its people. Together, we can redefine what it means to be 'thankful' for a job, making it about mutual respect, shared success, and collective growth.