One might think that hiring people would be easy in today’s hyper-connected and technology-led world.
However, the contrary is the case. Just three years into the pandemic, it gets more and more difficult to find the right people for the job. The ‘great resignation’ is in full swing with millions of people bailing out of the rat race we so easily accepted prior to 2020. To add to the conundrum, organisations are confronted with another phenomenon commonly referred to as “silent quitting:” where people do not actually leave a company, rather remain just doing the strict minimum in their respective role.
This is a new name for a long existing problem, but it is now that these behaviours start to threaten the efficiency of almost every company for real. In this multi-crisis environment where leaders have no clue what will happen next, we must increasingly rely upon in-house talent.
And yet, most companies are acting the same way they always have, continuing to neglect the inspiration level of their in-house talent and seek the talent presumably found “out there.” I recently heard from a consulting company who recruits talent as far away as South America for their Luxembourg operation.
So how to overcome such a dilemma you might ask…?
As company owners facing an undeniable truth is a good start. The problem and solution lies in the heart of company culture. Finding the solution starts with a few fundamental questions: Who am I (myself and as a company)? What are the lies I am telling myself about my organisation? How can I close this gap to move towards my goals and objectives?