This is why people leave your company – Quartz

Following that HBR salmgundi of outdated faddy malarkey and old HR memes, here is some sense on recruitment, and within it are some key ideas for effective change management.

Remember, change is happening all the time: the trick is to notice it, and the advanced trick is to amplify the ‘right’ changes, which involves identifying what is ‘right’?

Extremely Limited Legitimated Peripheral Participation

Poor Transitions – Social Exclusion and Young Adults

“This study set out to explore what had become of young people living in the poorest neighbourhoods of the poorest town in Britain, several years after we first contacted them. As they moved into young adulthood, had their longer-term experiences of disadvantage changed or stayed the same? While individuals reported feeling considerable subjective change in their lives, because of key turning points and critical moments (especially in respect of family and housing, and among offenders and dependent drug users), their objective circumstances had remained constant and their experiences of poverty persisted. Despite continued commitment to finding and getting better work, most were still experiencing poor, low-waged, intermittent work at the bottom of the labour market. After obtaining poor school qualifications, further poor quality training and education had not improved their employment prospects. This lack of progression had ramifications in other aspects of their lives, resulting in social exclusion. Few had established ties into networks beyond their close personal associations. Their social networks had become smaller in scope, more focused on immediate family and friends and even more embedded in their immediate neighbourhoods. This further restricted wider support and longer-term education, training and employment”

A perfect example of limited Legitimated Peripheral Participation.

Lack of skill in negotiating the increasing complexity of an increasingly iniquitously unequal society, is holding these undeservingly marginalised young people back. Jobs won’t fix that, not on their own, even if they exist…

More statements of the fairly obvious, with no conceptual frame to assist thinking from HBR, the HurriedBusinessRenew

Why We Need to Outsmart Our Smart Devices

Not to much tech, not to little. So how do determine that?

1. There is a ‘sweet spot’…
2. Does the tech free us from drudge, or
3. Do we become drudge, backing up, waiting in queues on the phone, learning how to use a dammed badly designed, fragile over engineered machine?