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Walmart CEO Issues Wake-Up Call: \u2018AI Is Going to Change Literally Every Job\u2019<\/strong><\/span><\/p>\n Head count expected to stay flat over next three years, despite growth plans, as AI eliminates or transforms roles. \u00a0WSJ 9\/25<\/strong><\/p>\n CEOs Start Saying the Quiet Part Out Loud: AI Will Wipe Out Jobs<\/strong><\/span><\/p>\n Ford chief predicts AI will replace \u2018literally half of all white-collar workers\u2019. \u00a0WSJ \u00a07\/2<\/strong><\/p>\n It appears that AI will drastically change the way we have to function as a business. The relationship between employer and employee will change dramatically. Organizations will have to work harder and be more thoughtful to attract and retain top talent. Fewer employees in key positions will require a higher level of performance in each job..<\/p>\n Best practices for retaining talent still apply in our current situation. Retaining our most talented employees will always be a necessity and a challenge. How high-performing employees are treated will determine their loyalty to your organization and their desire to stay with it. And so, the following may be still helpful to you. Here are several different, but complimentary, viewpoints about factors influencing a person\u2019s decision to join and stay with an organization.<\/span><\/p>\n In an economy of low unemployment, it is difficult for organizations to find and keep the most qualified candidates for open positions. So difficult, that some companies are paying relocation expenses<\/a> of hourly workers to staff manufacturing plants. This reflects the scarcity of talent in many job categories and demonstrates the importance of retaining the talent you now have.<\/p>\n There have been a lot of articles written about what it takes to keep employees (see below). Our experience is that people stay with an organization when these factors exist:<\/p>\n a) The organization is successful<\/strong>. It is meeting its financial goals. It is a good place to work. Good work environment. Ethical business practices. Has a good reputation in the community and the industry. You are proud to work here.<\/strong><\/em><\/p>\n b) Friendly colleagues. Fulfilling work. Moderate stress<\/strong>. You have a good boss with a genuine interest in helping you advance or achieve your career goals. You receive honest and helpful feedback. There is plenty of opportunity for personal development. You look forward to going to work every day \u2013 or almost every day.<\/strong><\/em><\/p>\n c) Competitive compensation and benefits. Job security<\/strong> \u2013 if your company is acquired or merges with another company, or the economy weakens, will you be OK? Will your company treat you right? Could you be a victim of a merger, being acquired? You\u2019re reasonably confident in your financial well-being.<\/strong><\/em><\/p>\n ________________________________________________________________________________<\/p>\n Attracting top Millennial and Generation Z talent<\/a> seems to mystify so many employers. And even more perplexing, especially in a labor market that continues to tighten, is retaining top Millennial and Generation Z talent<\/a>.<\/p>\n Top talent wants a boss who demonstrates care<\/a>. Caring bosses invest time to get to know the hopes, aspirations, dreams, and even the families of those they lead.<\/p>\n One of the\u00a0things Generation Z looks for in an employer is professional development opportunities<\/strong>.<\/p>\n Top talent have a proclivity to be future oriented. A strong indicator that someone might be a top performer is they will ask future-focused questions like these during a job interview:<\/p>\n How will this role\/organization\/employer…<\/p>\n Top talent is drawn to employers that can clearly and confidently highlight the ways in which the organization will challenge them with compelling work, aid their personal growth, and support their career advancement.<\/p>\n Seventy-five percent of Generation Z<\/a> (and 70 percent of Millennials) want their work to have meaning. And Millennials are more likely<\/a> to stay with an employer longer if that company “regularly engages in social issues.”<\/p>\n All materials incorporate 35 foundational and leadership competencies that have been developed and tested over 40 years.<\/p>\n An intellectual property license permits organizations to:<\/strong><\/p>\n Personalize and customize content<\/p>\n<\/li>\n Enhance applications by adding unique criteria<\/p>\n<\/li>\n<\/ul>\n Resource Guides for Developing Competencies<\/p>\n Create derivatives of any part of this 280-page workbook, which includes nine exercises and forms to help people identify specific competencies to target for development and create development plans.<\/p>\n This is a web-based, on-line version of the Career\/Competency Development Guide<\/a>, containing comprehensive employee development and coaching tools with direct links to developmental resources. It provides an efficient and cost-effective way for people to develop and acquire new competencies needed to achieve personal or career goals.<\/p>\n Competency Interview Guides provide an easy-to-follow format for structured, behavioral-based interviews. Each Guide, with specific questions related to the competency, makes it easy for the hiring manager or interviewer to collect behavioral examples about a candidate\u2019s relevant work experiences and accomplishments.<\/p>\n The Competencies: Thirty-five core, leadership, and foundational competencies with definitions and behaviors, described in levels by job role (professional\/specialist > supervisor\/manager > director\/executive) and levels of proficiency (basic > proficient > advanced).These companies have licenses to use these tools:<\/p>\n Amyris, Barrie, BOK Financial, Central Pacific Bank, Charles Schwab Corporation, CubeSmart, Eagle River Credit Union, LinkedIn, Luckie & Company, Missouri Employers Mutual Insurance Company, Omnicell, Pepsi, Phoenix Contact, PGA Tour, TIBCO<\/p>\n Learn More<\/strong><\/p>\n Strategies to attract and retain talent in 2022\u2019s tight labor market<\/a>. BenefitsPRO<\/p>\n How Learning and Development Can Attract\u2014and Retain\u2014Talent<\/a>. SHRM<\/p>\n Attracting and Retaining the Right Talent<\/a> Developing a Competency-Based Career Pathing Process<\/a><\/p>\n It\u2019s Your Career Development \u2013 So Who Should Be In The Driver\u2019s Seat?<\/a><\/p>\n The New Reality: Career Streams vs. Career Ladders<\/a><\/p>\n For additional information, call 800-870-9490, email edward.cripe@workitect.com<\/a> \u00a9\ufe0f2025, Workitect, Inc.<\/p>\n[\/fusion_text][\/fusion_builder_column][\/fusion_builder_row][\/fusion_builder_container][fusion_builder_container type=”flex” hundred_percent=”no” equal_height_columns=”no” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” background_position=”center center” background_repeat=”no-repeat” fade=”no” background_parallax=”none” parallax_speed=”0.3″ video_aspect_ratio=”16:9″ video_loop=”yes” video_mute=”yes” border_style=”solid”][fusion_builder_row][fusion_builder_column type=”1_1″ layout=”1_1″ background_position=”left top” border_style=”solid” border_position=”all” spacing=”yes” background_repeat=”no-repeat” margin_top=”0px” margin_bottom=”0px” animation_speed=”0.3″ animation_direction=”left” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” center_content=”no” last=”true” hover_type=”none” background_blend_mode=”overlay” first=”true” min_height=”” link=””][fusion_text]\nThe organization demonstrates ways in which it will:<\/strong><\/h2>\n
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Challenge them with compelling work.<\/strong><\/h3>\n<\/li>\n
Aid their personal growth. <\/strong><\/h3>\n<\/li>\n
Support their career advancement.<\/strong><\/h3>\n<\/li>\n<\/ul>\n
The Employee’s Perspective<\/h2>\n
Case Study: How <\/span><\/span><\/strong>a Company with a 97% Retention Rate Retains<\/span><\/b> Talent<\/span> <\/strong><\/h2>\n
Things Top Talent Want in a Job<\/strong><\/h3>\n
a) Better Boss<\/h4>\n
b) Brighter Future<\/h4>\n
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c) Bigger Vision<\/h4>\n
_____________________________________________________<\/h2>\n
Tools: A Set of Four Integrated Components for Attracting, Developing and Retaining Talent<\/h3>\n
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1. Career Development Guide aka Competency Development Guide<\/em><\/a><\/h3>\n
2. eDeveloper\u2122<\/a><\/h3>\n
3. Competency Interview Guides<\/a><\/h3>\n
4. Competency Dictionary<\/a><\/h3>\n
These companies have licenses to use these tools:<\/h4>\n
\nMcKinsey<\/p>\n![\"Workitect\"](\"https:\/\/demo.wwwebdesignstudios.com\/client05\/wp-content\/uploads\/2026\/04\/Workitect_33018-copy.png\" "\\"Developing")
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\nor use the contact form at Workitect<\/a>.<\/p>\n
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