Why do we work – when organizations care about careers

In the last post on Career Stages, I described a few key attributes for evaluating career progression that organizations and/or individuals need to take care of if they want to effectively manage the career, esp. of their senior employees. Low engagement level, ‘through others’ contribution mode, and # of real working hours are key points an organization need to care about if they want their senior employees to contribute significantly.

The definition of ‘senior’ is vague, and will vary from company to company. However, most companies know their ‘senior’ employees, and most ‘senior’ employees know they are ‘senior’, and so we don’t need a precise definition for now! J

So what can an organization do?

  1. Upgrade recognition and project assignment systems: Most senior people (by above vague definition of ‘senior’!) are asset to the company. They have contributed a lot to the organization in the past and have gained immense domain knowledge that they are always eager to share and give back to the organization. As they meet their basic needs from the job (personal security, financial stability, health and well-being, etc.), Continue reading