The mobile worker: Curse or blessing?

You might not like career development costs for employees whose allegiance is fleeting — but that’s the labour market if you expect to attract top performers
By Paul Tremlett and Ginty Burns
|Canadian HR Reporter|Last Updated: 03/03/2005

There was a time when it wasn’t unusual for people to stay with a company for their entire working lives. Job progression was clearly mapped out, and people were committed to their work and loyal to a company.

Those times have gone — downsizing in the 1980s changed trust levels and people realized they can’t expect loyalty to an organization to be reciprocated.

Today, many people perform specialized or highly technical work with an expectation of hopping from job to job and company to company to keep themselves challenged. These are people whose skills and knowledge are often in great demand. The problem for employers is how to meet the needs of the organization while minimizing disruption.