“The posts from Eva Rykr and Brian Sommers both point out that now is not the time to radically go off course with talent management programs, but rather take the opportunity to build for the future….”

http://www.halogensoftware.com/blog/?p=1026

Small, nimble micro-businesses can then often significantly undercut and undermine the business models of the larger firms they once worked for.

In other words, laying off skilled knowledge workers is a way of creating your next competitors.

So let’s say a significant amount of baby boomers postpone retirement – this still doesn’t change the fact that Gen X is smaller in size. The gap may not exist RIGHT NOW, but it most certainly will soon enough. Unless you only care about the next few quarters (see my post on Circuit City), that long-term plan is still needed. And is a part-time executive a good idea, really?

Regarding job hopping, let’s assume it has significantly decreased across the working population due to the recession. But that’s an average and average rules don’t apply to exceptions very neatly. And those exceptions are the “talent” everyone (supposedly) seeks. So I think that there’s a certain part of the working population that can job hop whenever they want, recession or not — in theory… alas, this post.

Your timeless questions are a good place to focus for a lone entrepreneur or an organizational strategy statement. But at the org level, there is no one person who is able to address everything. And so, good people are needed to ensure follow-through. Who will add value when they’re gone?

I also suspect that people will do less job-hopping; they’ll hang on to their jobs if they can.

The imperative – as this Business Anthropologist
sees it – is to focus on the timeless basics of commerce:
–Who do I want to serve?
–Where and how might they be vulnerable?
http://bestwork.biz/blog/?p=44
–How can I add value?

Those will never change – no matter what happens in the marketplace.