One of the interesting topics that surfaced in the human resource arena is trust, consistently and even more frequently these days. It is understandable that employers and employees alike are talking about trust.
The economic landscape today is volatile and uncertain. Is there a sustainable upturn? Is the economy, local, regional or global, truly on an upturn or just a temporary happy blip? What is the foreseeable future?
From the employee’s point of view, trust is something that employers should provide, and in an increasingly volatile economic landscape, a rarity indeed. Companies are laying off people just as quickly as people are recruited. “Permanent” contracts are a thing of the past, and replaced by term contracts, or even independent contracts on a project basis.
But all things have 2 sides. Employers are also facing the trust issue and bearing the heat. Many employers take great pains to go through laborious recruitment processes, to find what they perceive to be candidates suitable for shortlisting, go through all the difficult challenges of interviewing and background checks, and then more often than not, lose the good candidates very quickly to competitors or other industries.
Worse, recruited candidates are given training in the field and within the organizations, and even before these new recruits are proven sufficiently in the field or provide equitable returns for the company, the recruits leave for “better prospects”.
Therefore, trust is a 2-way street. What does an employer provide for an employee to earn that trust? And likewise, what does an employee provide in return for the laborious recruitment, the training and development, the opportunity to contribute and grow? It is no longer an easy path for a human resource professional, and certainly a challenging one for line managers.