Enterneering® in Labour Markets with Oversupply

Companies attract employees who align with their culture and values over time. This principle holds true globally, regardless of whether an area has an excess or shortage of labour. Companies with a culture of mistrust, bashing, and unhealthy pressure to perform will ultimately employ individuals who either conform to or actively shape that culture. Disrespectful treatment, poor leadership, or authoritarian structures stifle motivation, inspiration, and passion. Without these qualities, no company can achieve top success, no matter how strong or weak the competition for resources.

What about the importance of Enterneering^® in countries or regions where there is a clear oversupply of labour in the market? This refers to regions where forecasts predict a significant population growth in the early part of the 21^st century. In such contexts, it may not be initially foreseeable that there will be a critical shortage of labour. At the top of the list of such regions is India, with its large population.

Does the fact that there are too many job seekers for one available job in a region necessarily mean that Enterneering^® has no significance in these countries? Can companies do without many elements of Enterneering^® without suffering a negative impact on their development?

Although ultimately, only each company can answer this question for itself, some facts are obvious. Competition between companies for customers is also high in such markets. The effects and requirements related to digitalisation also have an impact here. This obviously means that the quality and performance of products and services also matter in such markets and the speed of development and technological demands are also increasing rapidly here. As a rule, companies that are capable of top performance here are those that have top talents who work with passion and motivation. Additionally, in a global context, companies in such countries are also increasingly compared in terms of their image and branding, which directly influences their regional competitive positions.

However, ‘people’ remains probably the most important factor here. Employees in countries with an oversupply of labour are certainly limited in their freedom of choice regarding employers. Many of them will certainly relativise their own demands on a job and the employer in favour of job security. Nevertheless, personal values, goals and ideas also play a decisive role for these individuals. They too want opportunities for personal development. Many of them are curious and inquisitive and want to keep learning. Not to be forgotten are the cultural and social expectations of people. Esteem, reputation and ethics are crucial, no matter how high the income or how hard it is to get a job.

But who wants to run a company with just ‘acceptable performance’ and a workforce devoid of passion and high engagement?

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