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| First Person |
The Firing Line
Alan L. Sklover
08/02/2004
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At this very moment, your most valuable—and trusted—employees may be
considering abandoning you to work for your direct competitor. My job is to help
them do just that, no matter what penalties or legalities you place in their
way. I am nearly always successful, and I am busier than ever before.We all
know that relations between employees and their employers have changed
considerably in recent years. Looking back, what once seemed rather
simple—hiring, promoting and, if need be, firing—has somehow become a veritable
minefield of potential problems and attendant risks. Employment-related laws,
regulations, lawyers and lawsuits seem to lurk everywhere, and increasingly
so.
| Employees without a sense of permanence do not heavily invest themselves into their positions. |
Simultaneously, many industries are increasingly recognizing that their
most valuable business resources are none other than their human assets. As
business becomes increasingly competitive, locally and globally, so does the
competition for the “right people.” Employees who possess a keen understanding
of your industry, or who have in-demand skills or influential contacts,
represent an extraordinary value—and competitive advantage—to your enterprise.
You need several strategies for retaining these precious knowledge workers,
because losing the “right people,” especially to your fiercest competitors, can
quickly send your business into a crisis. Family companies and foundations are
especially vulnerable to this dilemma. Because these entities usually restrict
ownership and control to family members, other crucial employees may come to
resent their limited options for advancement.
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