Post by account_disabled on Mar 2, 2024 22:58:18 GMT -5
Organizations not because I believe they are intentionally refusing to align their sustainability commitments with their retirement plans — they are not. I mention them because they represent both the blind spot that exists on this issue and the catalyst they can become to drive significant investment to such funds. 'Triple bottom' win According to a recent Wall Street Journal article, there are more job openings than job seekers.
Simultaneously, the competition is occurring in an environment where unemployment is at an all-time low and top talent is hard to attract and retain. Additionally, the workforce and workplace BTC Number Data are changing. Millennials and women are moving into and up organizations as baby boomers retire. In young companies, millennials and women are the workforce, and they are flexing their muscles. A good analogy to frame the changing nature of the employer/employee relationship could be compared to the relationship an elected leader has with her constituents; although the two are not entirely akin, increasingly, more employees view their employer as a shared interest group with the responsibility to collectively make a positive difference in society.
Employees are increasingly bringing their passion for causes into the workplace and expect management to respond to their expectations with new behaviors both inside and outside the workplace. It is only logical that the values that these employees are expressing through these causes also should be reflected in the ways in which they invest their money in their company retirement plans. Closing this gap now is a "triple bottom" win — good for employees, good for business and good for the world.
Simultaneously, the competition is occurring in an environment where unemployment is at an all-time low and top talent is hard to attract and retain. Additionally, the workforce and workplace BTC Number Data are changing. Millennials and women are moving into and up organizations as baby boomers retire. In young companies, millennials and women are the workforce, and they are flexing their muscles. A good analogy to frame the changing nature of the employer/employee relationship could be compared to the relationship an elected leader has with her constituents; although the two are not entirely akin, increasingly, more employees view their employer as a shared interest group with the responsibility to collectively make a positive difference in society.
Employees are increasingly bringing their passion for causes into the workplace and expect management to respond to their expectations with new behaviors both inside and outside the workplace. It is only logical that the values that these employees are expressing through these causes also should be reflected in the ways in which they invest their money in their company retirement plans. Closing this gap now is a "triple bottom" win — good for employees, good for business and good for the world.