![]() Research suggests that education is among the most valued benefits for modern employees. “buy” approach by hiring talent from overlooked communities for web development and design roles, and providing training and apprenticeships to prepare them for full-time positions.Ĭompanies that invest in their people also become talent magnets. Liberty Mutual is now retraining mainframe operators to become JavaScript developers. In the United States, where the economy is nearing full employment, companies are also coming around to that way of thinking. ![]() As one Singaporean business owner told Bloomberg, “t the end of the day it’s about uplifting the skill set of the whole industry. As a result of this initiative, which started in 2015, companies have begun to think differently. The government offers grants that cover some costs of training at qualified organizations. In Singapore, this shift is already taking place. And research shows that employees themselves are willing and able to learn (and stay) where they are. But, if more business leaders changed their approach, we predict that a virtuous cycle will develop instead: Today’s “talent-donors” become tomorrow’s beneficiaries of the training their competitors have provided. To be sure, some companies may find their worst fears realized: They invest in talent only to see emerging stars flock to competitors. Those numbers reflect a classic tragedy of the commons - fueled by employers who are fishing ever farther into the sea of talent in search of job-ready workers rather than helping incumbents or younger, underserved, and underrepresented groups develop the skills they need to fill tomorrow’s roles. ![]() Meanwhile, companies like Netflix have gone so far as to offer new hires double their previous pay to lure them away from their current employers. And, according to a recent survey that we conducted, 70% of employers either have terminated workers due to the implementation of new technology or anticipate doing so. Spending per employee (around $1,000 per year on average) remains just a fraction of cost-to-hire (which most estimates place around $4,000). However, while overall spending on training by employers increased over the past five years, large companies actually spent less on training per employee in 2018 than they did the previous year. As they compete to fill roles, many have been willing to spend billions on recruiting (or poaching), while reluctant to invest in training their existing workers or unskilled ones, perhaps out of fear their competitors will hire those newly attractive employees away. So far, organizations have responded by engaging in a war for talent - that is, buying or stealing it, rather than growing it from within. According to a recent survey conducted by the World Economic Forum, nearly eight in 10 global CEOs say they’re concerned about the availability of people with the right skills. In doing so, this book shares insights into the different ways in which platforms are structured and reproduce historical continuities in organizing workers and their labor, as well as into contemporary developments that reshape labor realities and how workers organize themselves within these.As demand grows for new and emergent skills, including UX design, cybersecurity, and data science, workers around the world - and labor markets - are struggling to keep up. By investigating these platforms within their political-economic context and approaching their workers on a (digital) shopfloor level, this book argues that the nature of the platform and the nature of the work organize and alienate workers in different ways, with different repercussions for their collective organization, which make themselves felt in traditional and more alternative ways. The case of Amazon's e-commerce platform, meaning the workforce in its warehouses, resembles a location-based traditional time-wage platform, whereas MTurk is an example of a web-based gig piece-wage platform. While the former can be location-based or web-based, the latter refers to a traditional time-wage or gig wage. To do so, it differentiates between the nature of the platform and the nature of the work. ![]() By accessing the workers of the (digital) shop floor, it explores how different organizations of platforms estrange and alienate workers, and how, despite these conditions, workers organize within their political-economic contexts to express their agency. As Amazon has become a forerunner in setting these trends, this book examines two key and contrasting Amazon platforms: its e-commerce platform and its digital labor platform, Amazon Mechanical Turk (MTurk). It is becoming increasingly clear: platforms, formerly hidden behind the veils of entrepreneurship, are (re)shaping the world of work and workers. ![]()
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |