🛑 "Accept only Sr., not a new child."

🛑 "Get a Sr., don't mold a new ending."

When an organization becomes so trapped, "ready-to-use" that it slowly destroys its culture.

"Now the elder team is focused on taking only the Senior."

This is a sentence I've heard from a lot of executives over the last few years.

And if you speak honestly,

It's not a wrong idea.

Because in the business world, everything is going faster with almost no breathing time.

Many organizations began to think the same.

* "We don't have time to teach anyone."

* "Work is too fast to wait for people to grow up."

* "I want someone who plugs in and works."

And most importantly...

"He was good at it. In the end, the child resigned to be a Senior to someone else."

Sounds very logical.

Especially in an era of rising costs.

The competition is tougher.

And all organizations are being pressured to produce results faster and faster.

But if we look at this game a little longer,

We will begin to see some of the "contradictions" that are quietly eating away at the foundations of the organization.

Because on the day everyone wants only "ready to use"

Finally... there may be no one left in the system who is ready to "grow together" anymore.

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🚪 the first locked door... and the stalemate of First Jobber.

One of the cruelties of the labor market today is

A lot of new finishing kids are coming across an "invisible wall."

Because almost every job announcement starts with similar conditions.

* Must have experience

* Gotta work now

* The pressure must be taken immediately.

* And be ready to take responsibility from day one.

The painful question is,

"If no one will open the first door... then where will the new graduate take the experience?"

Is this the paradox that is happening around the world?

Many organizations complain that

"Can't find a good person."

Instead, many of the younger generation are in a state.

"No one allows the opportunity to begin."

We are living in an era where the labour market needs "immediate results" rather than long-term investment.

And the most dangerous effect may not be just employment.

But it is that the whole system is gradually falling short of the "Pipeline of the New Generation" that will grow up in the future.

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💸 When every organization wants to buy a "ready-made man," the labor market becomes a "mercenary market."

When most organizations start not wanting to make people,

What happened immediately was the Senior Talent war.

Every company started buying good people from each other.

Offer higher salaries.

Offer bigger packages

And try to pull "immediately available people" in as quickly as possible.

The problem is,

"The person you pull with the money... he's ready to go when people give more money, too."

Finally, the labour market will begin to change from

"Organization + people who grow together."

Become

"Mercenary Market"

Where everything is Transaction.

* You paid so much → I moved

* You give me a bigger position → I go

* You better have a bonus → I'm ready to start over now.

When this happens continuously,

Loyalty will start to disappear from the system.

Engagement will become temporary.

And corporate culture will become increasingly fragile.

Because most people don't feel that.

"We're building something together."

But thinking

"I'm here... until a better offer comes in."

The key question that executives have to ask themselves is,

We rejected molding Junior for fear he would quit when he was good.

But finally,

Are we willing to pay a lot of money to hire a senior who we know is "not going to be with us for a long time"?

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🏗️ Corporate culture... can't be built with "wanderers."

One of the misunderstandings that occurs very often in the Corporate world is

Many organizations think

"Corporate Culture = Core Value on the Wall."

But in fact, corporate culture is not a declaration.

It's what "accumulates" through time.

Culture is born of

* Joint solution together

* Gradually built trust

* Relationships between people

* And the joint experience the team has been through together.

The problem is,

When the whole organization is full of people who have just moved in,

And are preparing to move out in a year or two.

What started to disappear first was

"Corporate DNA."

Because no one stays long enough to pass on the way of thinking.

No one is bound enough to create a common culture.

And no one feels that this organization is "home" anymore.

Finally, many organizations began to encounter strange problems, such as

* The team is good but does not work well.

* Good people full of organization but no ownership

* Or there's a lot of Talent... but no Team Spirit

Because you can't create a long-term culture.

With people who can actually come in like "Temporary Relationship."

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🧠 "What if we train them and they leave?"

There is a classic conversation in the business world that reflects this very hurt.

The CFO asked the CEO,

"What happens if we invest in training the poor... and they quit?"

The CEO replied briefly:

"So what happens if we don't train him and he stays with us?"

This is probably one of the sentences that best reflects the truth of running people.

Because organizations that reject the creation of people

May be saving "short-term costs."

But it is unconsciously creating a "long-term risk."

"Richard Branson," the founder of Virgin Grou, once said the classic sentence:

"Train people well enough so they can leaver.

Treat them well enough so they don't want to. "

Or simple translation of working language is

"Train your people well enough... that they can work anywhere.

But take good enough care of him... until he doesn't want to go. "

A strong organization is not one that "blocks people."

But the organization that makes people feel

"I can go somewhere else... but I still want to be here."

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✨ Sustainable organizations... are organizations that dare to create people on a day when everyone wants immediate results.

Granted, the world is faster.

Granted, AI exacerbates competition.

And it's true that a lot of businesses don't have time for the same mistakes.

But building an organization is not a short Sprint run.

It is Marathon that must also think about the long-term "people system."

An organization that rejects the creation of people.

And use it only to buy from the market.

The last may be a very dangerous trap. That is.

* People costs are getting higher and higher.

* The brilliant doesn't last long

* Culture is not strong

* And no one is bound to the actual organization.

While the organization that dares gives the child a chance to finish again.

Dare to invest time in molding people

And create an environment that makes good people "want to continue to grow."

That's the organization that has the advantage in the long-term game.

Because in the end,

"An organization that refuses to give people a chance.

Finally, there may be only people... who are ready to leave the organization for new opportunities. "

# Two stories a day # ExecutiveMindset # FutureOfWork # TalentAcquisition # OrganizationalCulture# LeadershipMatters # GenZ

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📚 Source / Reference

* Richard Branson: The classic people administration philosophy of the business world. "Train people well enough so they can leave, treat them well enough so they don't want to."

* ManpowerGroup (2024 Talent Shortage Survey) * The Global Labour Market Situation report indicates that 75% of employers worldwide are facing a shortage of talent. The most sustainable solution is not self-purchase, but upskilling and exposure of new people to the system.

* LinkedIn (2023 Workplace Learning Report): Statistics confirm that employees are more likely to stay with an organization longer if the organization has a Skill Building investment culture and has a clear growth path for them.