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A very well-known high-tech

company (who will remain

nameless) went through a lot

of changes quickly and started

to notice a disorganization

within its ranks. The problem

was a leadership gap among

young leaders: employees

were applying for and getting

leadership positions because

they wanted to get promoted,

not necessarily because they

wanted to lead.

The company started a new

policy—if you wanted to be

a team leader, you would not

get a promotion. This led

to employees moving into

leadership roles because

they wanted to lead, not

because they wanted more

money. This small change

saved the company time and

a lot of money. Who would

have thought?


“The job market is very

hot right now, and the

unemployment rate for highly

skilled people is very low.

This means there’s a war for


And, most interestingly,

employees are looking

for strong culture and

engagement over leadership.

Companies are struggling

to build an attractive

environment to attract

employees, and at the same

time many businesses—

especially the bigger ones—

are struggling with income

and equality. Most big

companies are struggling

too with the best way to

raise wages for lower-skilled

employees. And although

salaries on average are going

up, they lag behind the

economy. Add these to that

growing list of problems we

started a couple of pages ago.

Not everyone is doing it

wrong though, and Bersin

was enthusiastic about

the potential for HR, talent

management, and employee

retention for the future.

Companies have realized

they have to raise wages;

there’s been a huge explosion

of online learning offerings,

and many are free. All HR

departments have to do is

catch up.

Many companies are realizing

the need to upgrade their

technology, and Bersin is

impressed by the increasing