El multimillonario empresario predica desde hace años una solución sencilla que podría ayudar a las compañías ante la fuga de talentos.

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Lo dijo en una conferencia en la escuela de negocios de la Universidad de Florida.

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Y agregó: ❝Están locos si siguen aceptando trabajos que no les gustan porque creen que quedarán bien en su currículum❞.

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Sus dichos fueron rescatados por Marcel Schwantes, director de RR.HH, en medio de una ola de renuncias en Estados Unidos.

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Aproximadamente

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Schwantes remarcó que el desafío de los líderes corporativos es crear entornos de trabajo en los que la gente haga lo que le gusta y se traduzca en buenos resultados empresariales.

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En un artículo publicado en Inc, el experto brindó una hoja de ruta de su libro de coaching ejecutivo y formación para ayudar a los empleados a amar su trabajo.

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Crear un entorno de valores compartidos

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Contratar y promover a líderes con carácter

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El multimillonario empresario predica desde hace años una solución sencilla que podría ayudar a las compañías ante la fuga de talentos.

Lo dijo en una conferencia en la escuela de negocios de la Universidad de Florida.

❝Les pido que trabajen en empleos que les gusten❞

Y agregó: ❝Están locos si siguen aceptando trabajos que no les gustan porque creen que quedarán bien en su currículum❞.

Sus dichos fueron rescatados por Marcel Schwantes, director de RR.HH, en medio de una ola de renuncias en Estados Unidos.

Aproximadamente

4,5 millones

de estadounidenses renunciaron a sus trabajos durante la pandemia.

Es el mayor número registrado en un solo mes.

Schwantes remarcó que el desafío de los líderes corporativos es crear entornos de trabajo en los que la gente haga lo que le gusta y se traduzca en buenos resultados empresariales.

En un artículo publicado en Inc, el experto brindó una hoja de ruta de su libro de coaching ejecutivo y formación para ayudar a los empleados a amar su trabajo.

Crear un entorno de valores compartidos

2.

Hacer que el trabajo tenga un propósito

1.

Contratar y promover a líderes con carácter

4.

Capacitar a un “gestor intermedio” para liderar

3.