Stop Offering Career Ladders. Start Offering Career Portfolios. | Harvard Business Review

The past two and a half years have been a giant lesson in workplace flux. In any given week, month, or quarter, a new and often disruptive change emerges to knock leaders and organizations sideways. Regardless of whether or not a recession is on the horizon or the employer-employee power balance shifts, whipsawing change is here to stay. How can companies help talent thrive — at work and in life — regardless of what the future portends?

Employees today are fed up. People are antsy for something better (and sometimes, simply new). They want to be seen, valued, and listened to. They want equity, dignity, security, balance, flexibility, and autonomy. They expect opportunities for growth, learning, meaningful contribution, and fulfillment. This may sound like a lot, but if we’re striving to help them reach their full potential and leave the world a better place, it’s actually pretty modest.

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The 4 Things Employees Want Most From a Job Cost Nothing | Entrepreneur

Attaining, training and retaining top talent isn’t easy, especially in today’s information age when immediate feedback and an over-stimulation (in the electronic sense) lead the way. Convincing a new prospect requires not only charm, charisma, and influence but also tangible and intangible rewards that people can expect to receive upon joining the workforce.

The 2015 list of best companies to work for is out, and it includes behemoths such as Google and The Boston Consulting Group ( consulting firm? Seriously?). What is the secret sauce that make people love their place of work? After all, the life of a consultant isn’t exactly awesome (I was one).

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How to Attract and Keep Great Employees | Inc.com

I can’t imagine anyone saying they want to work for an “OK” company. As entrepreneurs, we all want to create a great company that people want to work for. But how?

A Great Place to Work, a global human resources consulting, research, and training firm, has identified and studied effective workplaces for 30 years in more than 40 countries. According to the firm’s website, its research “has shown us time and again that investing in a high-trust workplace culture yields distinct, tangible business benefits. Our studies of the 100 Best Companies show that great workplaces enjoy significantly lower turnover and better financial performance than industry peers.”

So if a great culture is something everyone wants and it improves overall performance, why are so many companies… not great? I recently asked China Gorman, the CEO of A Great Place to Work which is the creator of the Fortune 100 Best Companies to Work for and the 50 Best Small and Medium companies lists about how she addresses these issues–and how her organization advises companies on creating winning environments for their employees.

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