The changing dynamics of the labour market imposes demands on the form and nature of the manifestation of collective action expressed in support of the holders/owners of talent (ie human capital). How are modern networks (unions, trade associations, professional bodies, guilds, etc) changing to be responsive, progressive and of value to members.
This is an interesting question. Nowadays, networks and members need to equip themselves with modern technologies to educate and update themselves, and to communicate their expectations and needs.
Gin, Yerragola, Santanu,
Appreciate the feedback.
Gin; As the globe flies at warp speed through a knowledge-based era, there is a real opportunity for bodies like unions to advocate, promote and actively execute strategies to advance the knowledge capabilities of their members. The global trend is for routinised work to be automated over time and hence the most resilient and persistent value returns to talent will be among those whose skills and abilities are complemented with knowledge-richness, intrinsic motivation and innovative behaviours.
Yerragola; Those employers that view human talent as a cost and not an asset are operating sub-optimally and will not enjoy sustainable enterprises that rest on the competitive potential of that asset.
Santanu; The growing internationalisation of labour has major implications. All else being equal, labour / talent will tend to move to find its highest and best value return. Jurisdictions, as well as firms, that operate harsh, opaque, unfair, unwelcoming environments face a challenge of outward migration of their scarce assets. The obverse is also true. Will review Croucher and Colton 2009
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