On the one hand there are companies looking for staff, on the other there are so many unemployed people looking for work and often, as I mentioned some time ago, bringing together supply and demand is not that simple. This is generally speaking.
Then there is the mechanical field in which, as we have said many times, it is becoming increasingly difficult to find skilled technical personnel. In this area, however, there are also those who complain that an excessive specialisation should be recognised higher fees. These however can often be so high that many companies are not willing to pay them.
Moral: the repositioning of highly qualified staff has become a real problem. Do you agree?
It is a question that personally leaves me somewhat perplexed. In fact, I cannot explain to myself how it is possible that at this very historical and economic moment, specialist technical figures are experiencing so many difficulties repositioning themselves within a company simply because – as some claim – their professionalism is too expensive and thus companies are not willing to pay the higher fees.
Let me give you an example: if I, as an entrepreneur, really need a good welder to work at my workshop and if this professional asks me for a salary that is commensurate with his ability, I would have no problem paying him that sum. If the fee requested is high, it means that the technician in question will provide me with great profitability.
That’s my opinion, but the vast majority of business people operating in my industry also share that belief. Also because it wouldn’t make much sense to hire staff with limited skills who were unproductive simply because they were cheap. Do you agree?
More often than not, though, the company looking to hire doesn’t know the candidate or their skills, and being able to evaluate the actual level of preparation of a skilled worker is, in most cases, quite complex.
But nevertheless, it is very difficult for an entrepreneur or an employee looking for staff to exclude a priori a very qualified figure just because they have doubts about that person’s actual preparation. It is precisely for this reason that there are different forms of collaboration.
You could for example start with a contract providing for a medium level classification (that makes sense of course) in which, however tasks, goals and dates are indicated. Then, at the agreed deadlines, we review and evaluate whether these objectives were achieved in full, in part or not at all. And then we decide how best to proceed. I believe that a worker who knows their skills and professionalism would have nothing to fear from written agreements that are clear and well defined.
I’ll end here then by asking you the question of this post: do you think the repositioning of highly qualified staff is a real problem?
