The Cavalcade of America, sponsored by Dupont, maker of better things for better living, through chemistry, presents Everett Sloan in The Enemy is Listening by Minyan G. Eberhardt. Before we tell you about our play, here's a timely tip on making things do for the duration. Peter Hunt, Provincetown artist, started it with the idea of helping people make over ugly, outdated furniture into attractive, practical pieces by the use of paint, a brush, and a saw. At the close of our program, we will tell you more about it and how you can get a booklet that will enable you to transform some of your cast-off furniture. And now Dupont presents Everett Sloan as narrator in The Enemy is Listening, a tensely dramatic spy story by the celebrated mystery writer, Minyan G. Eberhardt, on The Cavalcade of America. No real American intends to give information to the enemy. And yet, sometimes, sometimes, sometimes someone forgets. A word overheard and repeated. A small fact passed on to someone else may mean little to you. It may mean nothing to the person to whom you repeated. But the third or the fourth person, or the 10th or the 20th, may be your enemy, your enemy. I am waiting for such words. I am listening. Perhaps I can weld a chain of death. A phrase may give me the first link. A word may give me a clue. I may hear it anywhere on the bus or on the street or on a train. Any train, anywhere. This one happens to be the New York New Haven and Hartford approaching New York. Well, that was the 125th Street Station. Won't be long now. You know what I'm gonna do with my leave, Bill? I'm gonna... I know, Finkie, I know, I know.  Right. Jive and Harry James is what I need. I'll get in the groove and stay there or my leave is up. It's not very long, either. 12 hours. First, I'm gonna phone home and tell Mom I'm here. Well, you've been saying that you were gonna surprise them. I didn't know we'd get here in time for lunch. Hey, we're almost in. We better get our stuff together. Yeah. Here's your barracks back. No, it's mine. Here's your gas mask. You know, the minute I saw the equipment they were giving us, I knew where we were headed for. You don't know anything about it. Well, if we handed out gas masks, I figure we're gonna embark on...  Huh?  Walls have ears. Well, I didn't say anything. There's nobody but you to hear it anyway. Did I tell you what I'm gonna do with my leave? You don't have to tell me. You'll go see your uncle for 10 minutes and then you'll turn up at our place to see Janie. Gosh, Bill, we're almost in. In about a minute now, I'll talk to Mom and Janie. Hey, if you're gonna talk to Janie, I'll go with you to the home. Grand Central Station, grand... Oh, Finkie didn't say anything. Neither did Bill. Not really. Besides, I was not there. But other people were. There was a woman sitting behind them. You didn't see her. She's a nice woman, patriotic and sincere. She wouldn't give me information. Or would she? Oh, there you are, Margaret. Did you get a seat? Oh, yes, I did in the next car. Oh, the trains are certainly crowded now. I sat behind a couple of boys, soldiers. There, they go up the ramp ahead. See? The one with the red hair is called Pinkie. What nice-looking boys. Oh, pardon me. They're being sent overseas. Tonight's in their talk, very soon. Uh, maybe we'd better not talk about it. There's nothing to talk about. Come on, dear, if we hurry, we can lunch before the matinee. So there was nothing to talk about. Yet a man hurrying along beside these two women did hear something. He is hurrying to use the telephone booth, too. But the two soldiers reach the empty booth first. It's a busy day. Two other men want to use the telephone and fall into line behind him. One of these men, a man in a brown suit, is impatient. Are you waiting for that phone? What do you think? Well, I'm in a hurry. So am I. There are a couple of soldiers in there. Nice they let the kids talk as long as they want to. They're going overseas tonight. Overseas? Oh, of course. Let them talk as long as they want to, by all means. Overseas, huh? Yeah, at least that's what some woman who sat next to me on the train said. I heard her talking about it as they came up the ramp. Women always talking. Yeah.  Well, let them finish their talk. I'll try a phone on the next level. Come on, Mark. Did you hear that, Mark? Yes. You know your instructions. Watch those two soldiers. If they separate, follow one of them.  Certainly. We've been hoping for something like this. Nothing is too small to pass by, Mark. Nothing too little. Keep after them. And keep in touch with me. You know where. But we don't know their names. We don't know anything about them. Find out. This may be unexpected luck. Remember, what we want to know is where, when, how many? Where is the port of embarkation? When does it transport leave? How many men? And anything else you can pick up? Yes, Mr. Smith. It's a good name. You ought to have changed your name, too. The boys have finished telephoning. They pick up their equipment and walk through the station. Only two boys in a city where there are so many boys. Only two soldiers in a great railway terminus through which hundreds of sailors and soldiers just like them pass during the day. Why should anyone follow these soldiers? But I follow them. There's something I want to know. I wonder how I'm going to find out the thing that I want to know. How can I find out where they're going? Well, here's where I go for the subway. See you later, Prince. So long, Bill. I'll take a taxi. Taxi? Oh, sorry. I guess you called the cab first. Oh, no. That's all right, soldier. You take it. Well, thanks. Where to? 218 East Woolsey Avenue. It's right off Lexington. Taxi? Taxi? Yes, sir. Where to? 218 East. No. No. Take me to the corner of Lexington and. Well, that wasn't very hard. I know this boy's address and his nickname, Pinky. Not much, of course. But perhaps it will help me. Have some more pie, Pinky. Gosh, it's swell, Mom. I was never so surprised in all my life. Well, you've said that a hundred times, Mother. Why, Janie, are you listening? I thought all you had ears for was the doorbell. Bill won't be here for an hour or so. Bill's like another son to me. I wish his mother could have lived to see him now. We used to take all three of you children out in the park. And everybody said. Everybody said what? Dreadful children. Oh, why they did not? I'm glad you and Bill are in the same company. Division. Bill's in artillery. Well, anyway, you are together, aren't you? So far. I didn't want to ask you, son. But when do you? Oh, long will you be home, son? I've got, well, 12 hours. I didn't think it would be so soon. I wish Bill would come. Now what can I do here? This is an American home. I can't pass these walls. There's no chance for me to get information here. Or is there? Hello? Can I speak to Pinky, please? Pinky? Oh, he's not here now. Is this Pinky's mother? Why, yes. Who is this, please? Well, I don't know whether he mentioned me. I'm George Smith. Well, now, I don't believe you. He leaves tonight, doesn't he? About midnight. Well, I'm afraid that won't. I was going to see him just to say goodbye. I suppose I could go to the pier. Well, I don't know. I don't like it. Or maybe I could meet him at the train if you'll just tell me where he leaves from. Well, really, I don't know. Perhaps you'd better call later. Hello? Hello? Hello? That's funny.  Who was it? Somebody asking for Pinky. Hmm. You say who he was? He said his name was George Smith. I didn't like his voice, but he called him Pinky. Pinky? Oh, it's just some boy he knows. We'll tell him when he gets back. They ought to be coming pretty soon. Mm-hmm. Pinky. So it must have been a friend of Pinky's. Perhaps. But Pinky wasn't there to say. Pinky was out dancing. Boy, is this solid. I didn't want to do it. Having a good time, Sally? Oh, it's wonderful. Wish we could listen to that band forever. Yeah. Hey, Janie, let's dance. All right, Bill. Let's dance over toward that balcony. Oh, it's grand to dance with you again, Bill. We always dance together. Ever since we were kids, only I didn't know then. Know what, Bill? Something I'd... Oh, here's the balcony. Let's go out, huh? All right. Cold? No. It's funny to see New York like this. So few lights. Hmm. Sometime it'll be bright and gay again. Sometime maybe soon. Sometime I'll be back home and then we'll... I never managed to say it before, but you know, don't you, Janie? Yes, Bill. Oh, Janie. Gee, I love you so. I've always loved you, I guess.  Yes, Bill. And I'm going to come back to you. You've got to come back to me, Bill. I couldn't bear it if... You've got to come back to me. Charming, wasn't it? A boy and a girl on a balcony above a city of 10 million people. Are they important? Yes, to each other. They think they should have life together and love and happiness. But there's a war. There's an enemy listening. I am here. And a dozen stories below a man is waiting. Smith, not yet. Watching the elevators. They're still dancing. I remember when, where, how many. My goodness, where have you two been all this time? We were about to send out the blood, huh? Gee, I didn't realize it was so late. We better get going. Where's the way? Oh, I got the check. Pop gave me some money. Oh, good. Here's your cape, Janie. Thanks, Bill. Ready, everybody? Better get going. This is dark and raining. Well, we'll get a taxi. Try and do. Oh, there's the doorman. Taxi? Well, I pretty scarce on a rainy night. I'll whistle a little. Oh, here's one right here. I didn't see it. No, Sally. That's a private call. No, it isn't. It's a taxi. The driver's opening the door and sees it as a taxi sign. Yeah, I guess you're right. But I take it quick. Come on, Sally. Come on. Ooh. If it's raining in, I'll put up the window. That's OK. That too, sir. This is the Cavalcade of America, sponsored by DuPont. Our play is an original spy story. The Enemy is Listening by Minyan G. Everhart. As the play continues, Mr. X, the enemy agent played by Everett Sloane, is linking bits of information together, information that may mean sudden death to American soldiers. The Enemy is Listening, eavesdropping on a nation. That's why I'm here, to listen, to piece one small fact with another, and then another, until I know the thing I want to know. Let me see. I know two boys, soldiers, are going overseas. I know their leave is up at midnight, but that's not enough. It's almost midnight now. The two soldiers and two girls are in a taxi cab. But my agent is the driver. My goodness, I had a nice time. I wish your boys didn't have to leave so soon.  What do you mean, a big convoy? Well, that's what Pinky said. And he said he thinks it means. Oh, no, Sally, I was only guessing. Forget it, will you? Well, I won't tell anybody. Oh, here's your straight, Sally. What's the number? I told him. Hey, driver, it's that apartment in the middle of the block. There's a green awning. It's so dark, I guess you can't see it. It's on the right. Yes, sir. Is this it, miss? It's a green awning. This is it. Stop here. Gosh, it's later than I thought. I'll just take Sally to the door, Bill. Wait for me, then we'll get going. Yeah, OK, but hurry up. Don't linger too long in that doorway. Time is going faster now, minute by minute. Not much time before Bill and Pinky must be wherever they're supposed to be. And not much time for me. What can I do now? I must find out. Oh, wait, the taxi has stopped. Golly, it is late. Hey, look, drivey, you want to make a buck? Drop your flag and wait for us. We've got to get back to Penn Station. How long do you want me to wait? Five minutes. All right. I'll be in the coffee pot there on the corner. Get down to the Penn Station and watch for them. I'm taking them there in the taxi. Where are you now? I'm near the boys' home in a lunch home. Thank you, partner. I'm afraid I missed my train. That was the express to Washington, wasn't it? No, not that one, buddy. That was a troop train. Oh, but it was on the Washington track. That doesn't mean it went to Washington, friend. Yeah, but the gate, but it told me. That train went to Garin Bay. I heard somebody say so. Oh, but then where do I get the Washington train? I'm sorry, but I got to catch my own train. Asset fell over there. He'll put you right. Oh, thank you, sir. Thank you very much. Do try to sleep, mother. Are you awake, too? I wonder where the boys are now. You know, it's clear. But I keep thinking there was something I meant to tell Pinky. Well, there wasn't much time to tell them anything. I can't think what. Oh, yes, I know. It was about his friend, the one that telephoned. You know, I never thought of it again. Neither did I. Oh, well, it probably wasn't important. Wasn't that important, Mr. March? You could have broken my chain so easily if you'd stopped to think. But you didn't. Thank you, Mr. March. Thanks to you and the others who didn't stop to think. I know where the boys are. Golly, ship looks high when you're standing on the peel looking up. Yeah. Hope we get the same ship. So do I. Yes, sir. Hey, soldiers, falling. Oh, well, here we go. Maybe we'll get on the same transport. Oh, sure. But just in case. I guess we've never been separated before. No, I guess not. So long, Pinky. See you over there. Long lines of soldiers marching along a pier. So long, Pinky. So long, Bill. Oh, I couldn't see you. They wouldn't have let me. I couldn't get within miles of you. But I know you were there. A lot of careless people were in between. See how it all adds up? Remember how it started? A boy on a train. All he said was, I'll stay there till my leave is up. That's not very long, either, 12 hours. Well, gosh, if we handed out gas masks, I'd figure where to embark at. And a woman who sat behind them. All she said was, I sat behind two soldiers. They're being sent overseas tonight by their talk. Then there was a man waiting at a telephone booth. He didn't say much. Just there are a couple of soldiers in there. And I say, let the kids talk as long as they want to. They're going overseas tonight. Oh, yes, one link at a time. His friends call him Pinky, 218 Woolsey Avenue. He leaves about midnight. It's a big convoy. There's a troop train. It goes to Garen's Bay. Think of you two men getting on a ship tonight. On a ship tonight. On a ship tonight. Only one more link now. Only one more link. Mother, you're going to wear out that V letter from Pinky if you read it many more times. Oh, it's so good to know that he's safe and well. Sure is. He says he hopes to see Bill in a few days. So I expect they've got together by now. Seems to have been a quiet trip. Well, except for the storm. Yeah. I wonder what this line was at the sensor blacked out. Please, ma'am. Yes, Annie, what is it? Mr. Stevenson's here. Stevenson? Bill's uncle, why he must have heard from Bill. Ask him to come right in, Annie. Yes, ma'am. Stevenson. I have not seen him for months. Hello, hello. How are you, Stevenson? How do you do, Mr. Stevenson? How do you do? How are you, Mrs. March? Nothing wrong, I hope. Something is wrong. You've heard something. I just heard, you see. Well, it seems there was a storm and the convoy got separated before they could get together again. One of the transports was hit by a torpedo. It wasn't sunk, only just slightly damaged. And they got the submarine to fire the torpedo too. They got another submarine later. The torpedo, there was some lives lost. Bill. I wanted to come here. We've got to tell Jane. Annie said Bill's uncle was here. I was just writing to Bill. And what is it? What's happened? Janey. Janey, dear. You must be my brave little girl. See how simple it all was. How easy. Yet these people could have stopped it. How lucky for me that they didn't. They were all nice people too. Ordinary, everyday people. Not one of them would have told me anything if they'd known I was listening. Well, that chain has finished. But I wonder, let me see, can I find another chain beginning anywhere? I must listen to the man on the bus, the woman going shopping. I must listen to you and you and you. Thank you, Everett Sloan. Before Mr. Sloan returns to the microphone, we want to tell you a story of practical wartime thrift. Thrift with fun. The story begins at the very tip of Cape Cod in the quaint old village of Provincetown. For years, actors, writers, and artists have made it their summer playground. One of those artists is named Peter Hunt. Well, Peter Hunt owns a shop called the Peasant Village. There for years, he has taken old, outdated furniture, much of a just plain junk, and with a screwdriver and saw and a little paint, and his own keen sense of design and good humor, turned it into new furniture, furniture that style-conscious homeowners are proud to have in their homes. A picture frame may become a coffee table. A battered bureau may become a charming chest for bedroom or hall. Doesn't matter if the piece is marred or ugly, some of the worst atrocities in your attic, that horrible hat rack, for instance, that looks like a charging water buffalo and used to scare little Johnny half out of his wits, some of the very ugliest pieces, painted according to Peter Hunt's suggestions, come out best of all. They find new charm in clean, brilliant full color or subtle pastels, decorated with leaves and flowers, carrying mottos and old-fashioned script or in your own handwriting. Decorators have found in Peter Hunt's gay, amusing furniture a style reminiscent of the peasant furniture of Switzerland and Sweden. DuPont finds something truly American in it. Yankee thrift in the New England tradition brought down to 1943. War year when thrift means more war bonds, more tanks, more planes and guns. So a new 30-page DuPont booklet in color, largely by Peter Hunt, tells you how to transform outdated cast-off furniture into sparkling, charming, colorful pieces that are in tune with modern times, how to bring the attic down into your living room and have fun doing it. When you read this booklet, you'll understand why people are calling this new hobby transformania. You'll get a real thrill out of creating new things from old. DuCo Enamel is so easy to use that it's actually fun to paint. You may secure a copy of how to transform outdated furniture from your local DuCo dealer or a copy will be sent for 10 cents in stamps, address radio section DuPont company Wilmington, Delaware. This is practical wartime thrift, thrift with fun, suggested by DuPont. DuPont, maker of better things for better living through chemistry. Now here is Everett Sloan, star of tonight's cavalcade with an urgent request from our government. The government has asked us to call your attention to a serious situation. We are short 9 million pounds a month of the kitchen fats and greases needed to keep fat reserves at a safe level. These reserves must be brought to the safety level at once. And there's only one person who can do the job, the American housewife.  Please start saving waste fat now. Just pour it into a clean can, store it in a cool place, and turn it into your meat dealer the minute the can is full. Start saving fats now. Turn them in promptly. Next week, the cavalcade of America will present Madeleine Carroll in Makeway for the Lady, a play based on the life of Mary Putnam Jacoby. Mary Putnam was born into a democracy and an age which denied women any hope of a career, any participation in the affairs of an exclusively masculine world. She did not live to see women active in the profession, speaking in the halls of Congress, taking a vital part in the world of business and science, but she did much to bring this about. Be with us again next week when cavalcade presents Madeleine Carroll in Makeway for the Lady. The orchestra and musical score tonight were under the direction of Don Burrives. This is Clayton Collier sending best wishes from cavalcade sponsor the Dupont Company of Wilmington, Delaware. Oh, Molly, am I frantic? George's mother's arriving tomorrow, and I did want to repaper the guest room before she came. That terrible dingy wallpaper. That's easy. Paint over it with speed easy. Oh, of course. That's the new Dupont paint you thin with water and put right over wallpaper. Was there time? Loads. One coat of speed easy covers and dries in an hour, and speed easy colors are lovely. This program came to you from New York. This is the national broadcasting company.


David says, I recently subscribed to the MS Workplace Discount Program Family Office 365 Suite. Boy, that just rules off the tongue. Microsoft Workplace Discount Program Family Office 365 Suite, if that's the official name. Unlike my corporate account within Outlook, there is no Microsoft Teams add-in within the calendar application to create Microsoft Teams meetings. Instead, the meetings must be created from Microsoft Teams and do not sync to Outlook when created. Any support for this? Teams is the application that supplies the plug-in. The first question I would ask is, have you actually checked your add-ins to make sure that is enabled? It doesn't always happen, and it can wind up switching itself off. There is an article in the support database. Let me see if I can find that here real quick. I don't think it's not the one. Searching in the browser makes great video, too. Yes, it does. It's in the next spreadsheet, haven't we? I've had that exact scenario where I reinstalled or updated something and that add-in was lost. I just went and reinstalled it. Yeah. Make sure you've got Teams open, too, because if you've got Outlook only open and Teams not open or you've not logged in on the desktop and you're going through the browser only, you're not going to have it running on your desktop. Are you using the same account, too, between Teams and your desktop? That's a great question.  It could be just disabled. That's something that you just need to enable and know how to do that in your Outlook options. On the permission side, Kirstie, I was going to say the exact same thing, because if it's confused about who you are and where that access is, clearly it's not going to be able to. It's not going to show that in the right place. Of course, the other question is, are you using the desktop version of Outlook? Are you using it online? Are you playing with the new Outlook? Yeah. Yeah. They think that they've got Outlook. The thing of it is, the home subscription, I've got the Office Family subscription. Needless to say, I've got a business account, an Office 365 account, and an Outlook.com account, in fact, two of them, and I have that plug-in available everywhere. Yeah. I mean, it doesn't take much for an add-in or your system's just going just a little slow one time for it to go, do you want to disable this? It's going a little slow, and you just click yes without even thinking about it, because you just want to get in. So people accidentally disable things all the time, I see, because it doesn't take much sometimes for that message to pop up, right? I know that there are those people who said, I never use email anywhere, and I do everything over in Teams, and I am not one of those people. There are uses for email, and there are uses for Teams, and I rarely go over into Teams and look at the calendar there. I do everything via Outlook. So the one time when that add-in was missing, I freaked out, and then I went and found it, and reinstalled it, and it was fine. But there's a different issue, the fact that I freaked out over calendar. But as I'm sure we all know, we live and die by our calendar. So, yeah, it was a big deal. Well, and I wonder if David, you know, go into your calendar in Outlook or Outlook on the web, and you should see at least a meet now to kick off Teams meetings. So maybe try that route if you're having any trouble. But I think the add-in, I think that's probably the best bet of how to solve it. Yeah. I agree. One other scenario, I know this is an edge scenario, but is that if it was installed and if it was working, if it was visible, you know, the add-in was there, then one day you log in and it's not there, try turning Teams off and on again. Because if there's like an update that's mid-push, there's something like, there's been weirdness that happens occasionally, and people go like, what is this thing that I'm seeing?  There's something. It's one of the blessings of Evergreen software. And it's more common than you think when you see those things. Just take a break, five minutes, come back, it's still there. Then push out the angry emails. Do a restart. That's always a good one. Yeah. Just try restarting the device. And the change that you may need to log out and log back in again. That's another one of its little foibles. I had that happen a few weeks ago. I was in the business tenant where I normally hang out and switched to my personal guest account on the Microsoft community and advanced tenant. And it threw a big error and said that my business account had no permissions there. And it's like, why are you even bothering to look at my business account? It's not my business account. They don't work together. I know that. Why don't you? Yeah. So that was a log out, log back in. I get that. And I know that I was just looking at, I have over like two dozen teams, you know, environments that I have. I think I now have four different login, you know, tenant logins. I try to do everything through my company without my clav talk. I've got my Microsoft community. I've got one other, one of my former clients that I'm still an advisor to have the login access. And so I'll get things. Usually, it'll just get confused by which profile I'm using. That's why I didn't go back to where we started was I would start and make sure that, you know, are you logging into the right account? Eventually, Microsoft will figure out all the multi tenancy issues around teams. I'll be retired already, but eventually it will be resolved. I'm not retiring for 20 years. It might figure it out by then, but maybe. Yeah. That's where I use edge profiles. If I wanted to have separate personas of myself, that's what I leverage. Yep.


So, welcome to the end of chapter 4 about performance and the conditions of change. In this final clip on chapter 4 I will dive into what change means to employees, in particular what change means to the careers of employees. So I am going to talk about dynamic careers. After this clip you will understand what dynamic careers are. So in order to end there I will start with defining careers and what career success means. I am going to introduce you to the theory of sponsors versus contested careers. I am going to talk a little bit about protein careers, about employability and I will end with flex security. So the question about who is responsible for making sure that employees are also benefiting from dynamic capabilities. So what are careers? Cures are literally patterns of work in subsequent or parallel jobs, sometimes interrupted by periods of non-employment in the time between labor market entry and retirement. So all the time from your first job, from your first side job until you stop working altogether, this is all the entire career that every person literally who is allowed to work goes through. Why do we want to talk about careers in a chapter which is about the business case for human research management, so literally from the organization's perspective if you remember. Well careers are in fact important to individuals because if you have a good job you will probably have a good income and you can support your family, you can do the things that you like, but careers are also indicative of society as a whole. So the more people who have a good career, the more wealth there is in society as a whole, the better the performance of organizations because employees with good careers are generally better educated and there are low unemployment costs. So careers are typically a domain which is the obvious beneficial to employees but there is also a payoff for organizations as well as societies. The career literature defines careers in different ways. You can define careers by looking at objective measures. So for example, just take a look at the picture. Somebody who has a successful career is probably better able to buy a house like that than somebody who has a less successful career, but you can also look at careers from the perspective of what does it mean to you, so more subjective. So for these two ways to define career success, objective measures can include your educational level that you achieve but also the income or how long you keep working in a healthy way. Objective career success is theorized in different ways and what is interesting to know from the literature is that it seems to be a debate between, on the one hand, people with the best careers, they probably had some help or people with the best careers, they are simply the best people. And the origins of that thinking, they can be traced back to Turner in the 1960s. So he posed himself the question to what kind of students made it to good careers. Was it literally the students who had the best grades in high school or were the students with a network, so they could benefit from access to higher ranks in society. And he called this the theory of contested versus sponsored careers. And this is important for human resource management because it has implications for how we can make a larger proportion of employees more successful over their careers. The contested career perspective, so the idea that the most qualified and skilled people will win the best careers that have been researched in a large meta analysis by Nguyen and Feldman. And they found that yes, indeed, so your level of education and also some personal skills, for example, the ability to use your networking skills or interpersonal skills being able to reach out to successful others that really helped to win, so to speak, a successful career. So that is to the individual implication, make sure that more people have good education and make sure that they're trained in networking skills that will help them forward. However, the sponsored career perspective puts it differently. They say the responsibility for successful career is not so much with the individual competences, so not the best employee or the best student, but the ones with the right connections. And they receive help from influential others. They will have the best careers. And the same meta analysis Nguyen and Feldman also found that there is access to career sponsorship, so having literally somebody who will help you find a nice opening to a nicer organization and having access to opportunities for training and development. These two things also contributed to better objective career outcomes. The access to career sponsorship and opportunities for training and development have HR implications. The sponsorship you can organize for people who are currently facing problems in making career process, offering mentorship, making sure that people are coached, and mentorship not just in the sense that you can do it, but in the sense that here's my networking. Please talk to this person. That is sponsorship. The opportunities for training and development, they are strikingly important in the context if you remember the flexible firm by Atkinson. The logic of many organizations is to invest in their core workers, so the ones that have a permanent contract with your organization, because an event that contributes to the organization's dynamic capabilities, a well-trained workforce, and it makes more sense to invest in people who are there to stay rather than in the flexible workforce. So what the risk is what's happening from the flexible firm is that there will be two categories of workers, one category who is invested in by the company, so they have opportunities for training and development, and the group that is worse off. They are in the flexible rank of the organization, and they are just repeating the same job over and over again, and not being trained of it. So not only don't they have a career advantage in the next step, but also their knowledge may lose its value when new developments come along. So these opportunities for training and development, they are under the sponsored career perspective for this reason. Employees by themselves are not responsible in a way to have opportunities for training and development. These are granted by willing employers, and employers in the end determine which employees have more opportunities for training and development than others. So if you can see from the correlations between each of these conditions for successful careers, you can say they are both true. You should remember this when we talk about how to help employees have successful careers that we will talk about in the last bit of this presentation. For now it's important to remember successful careers means investing in education, in network, in having a sponsor, so somebody who helps you to move your career forward and to have opportunities for training and development. In the 1970s, a new way of looking at careers developed. Before the 70s everything was focused on contributing to society, building a career, and success was literally the success that we discussed before, so having a hard job in an organization or being a doctor or being something important in society. In the Protein Career Movement initiated by Tony Hall was saying, well, maybe not all employees want to have a successful career, maybe success is something that is in the eyes of the beholder. You can be happily have a career and do nothing for a while, then be perfectly okay with that. So there was a changed mindset about how to what extent objective career success was really important to employees because work is just one of the things you do in your life. You also have friends, you have personal development, meaningfulness, so to what extent is career actually important? What is interesting to know is that this logic of the freedom to choose your own career path and the important value to employees, it has consequences for employers as well. So employers thinking about attracting employees to their organizations, they might remember that employees also value different things in a big salary and the prospects on career steps. In a figure, the Protein Career can be different from a traditional career. A traditional career is kind of linear, you start somewhere in the bottom of the organization, for example as a nurse, you move on to as a team leader and you end your career before retirement as the manager. However, in a Protein Career you can have multiple different, sometimes overlapping career trajectories, so you may start off as a nurse but then decide to do a side step and become a teacher maybe in a school and then move on maybe at some point to do something or do not something with your previous expectation and then after you had that experience you may think, oh maybe it's time for me to share my knowledge as a consultant about care in general. So a Protein Career has progress but it has hiccups and it's much more the choice of an individual rather than the choice of an organization or opportunities offered by an organization. There's a much larger do-it-yourself in a Protein Career. This brings me to the concept of employability. So no matter if you look at objective career success or subjective career success, the being able to find employment and to keep employment as long as you like it, this is a quality that is essential for employees to have in order to, you know, basically to have a living and to have a career at all. This employability has become more and more important since organizations have become more flexible. Before the entire flexibility of organizations was introduced, it was common just to have your entire career in one organization. Nowadays it's more the exception than the standard to work in your entire career in one organization. Rather, there are times where you probably have to look for another job outside the organization. Those moments, it matters to what extent you are employable or not. Employability is a combination of a couple of dimensions. First, it is about the radius which is the range of jobs and tasks that you can perform. So you can imagine the larger your employability radius, the more jobs you could apply for once the organization doesn't need you any longer, or once you yourself decide that it's time for something new, or once your organization reorganizes and you want to find a new position within the organization. Employability competencies, those are the resources that help individuals to broaden their employability radius. So all the skills, but also your network and your networking skills that help you to develop yourself and to enlarge your employability radius. And these two things are not the sole responsibility of a single worker. They are helped and hindered by things happening in their environment, and this is illustrated in the following figure. So research by Tyson in 1998, they did a big literature review and they found a lot of factors that related to employability of workers. So the opportunity to move from the current employability to future employability that all starts with the employability radius. However, the movement from the current employment to a future employment, there are also all kinds of conditions that facilitate the transition. For example, are your skills mobile from one organization to the other, or for example, if you have support by somebody or not? Furthermore, you can contribute to extend your employability radius and so to speak, your competencies to move forward by broadening the conditions, so your personal networking skills and the help from the company. So here you see the theory by turn are coming back into this model. There's on the one hand the employability competencies which are skills that employees can train on, doing education, the networking skills trainings, and there is support by others. So there is making sure that that employees get help moving from one position to another. This means that employability is a joint responsibility between employees, their employers, and also by society because the complicating factor in this entire model is the flexible firm. The flexible firm makes it difficult for organizations to invest in all their employees. There's a scarcity of means, there's not enough money maybe to train all employees. Flexible workers are the least of the concern to organizations that really have this flexible ring and they are therefore becoming less employable which has consequences for both the future workforce because they are not trained and not attractive new workers but they also might lead into unemployment at some point which is not good for society as a whole. So this poses the important question who is responsible to employee employability. Employability is kind of the fundamental condition that is needed for organization to be able to have dynamic capabilities because it assumes that there are always enough employees who can contribute to the flexible ranks of the organization and to the knowledge of the organization but it is also responsible for employees because if their employees are not employable they will end up in unemployment eventually. So this question about who is responsible employees or employers or both and how this is an important societal question and the last theory that I will introduce you with in this knowledge clip is the theory of flex security which is introduced by Tom Wildhagen in the 2000s some things. What this theory does is to make a connection between the needs of employers. Employers want flexible firms and the needs of employees to continuously invest in their knowledge and skills in order to be employable in the long term. And he came to the conclusion that in fact it's an illusion to expect from employers that a single employer will always train all their employees because they have this uncertainty if other employers will do the same thing and if you will do a lot and then you're training for your competitor in a way so that there's a existence in the side of the employers to fully, fullheartedly invest in the in the development of all the workers. Employees on the other hand they may feel insecurity particularly for income so to invest in in in their own training and they may not have the funds to do so. So according to Tom Wildhagen this is not a either or but an and and kind of question. In the end it's a labor market design question. If the society or the employers or whatever if a country decides that the flexible firm is there to stay then as a whole there should be policies that support the employment of that supports the flexibility of the organizations on the one hand and on the other hand supports stability and security of income on the side of the employers employees excuse me. So what is needed are laws that force employers to spend some of their budget in the training fund so if all employers do that then it's no longer the responsibility of a single employer to be responsible for training and this fund is accessible by employees who can use it to invest in their own skills and development and for example laws for employees that make employees who are in between jobs give them help to transit to make a transition from one job to the other and during this transition they can for example also do some education so there's lifelong education there's a enough money which is there funded by the employers because in the end a knowledgeable and employable workforce is beneficial for all employers and therefore for the society at large so in this clip I moved from careers to what employees like to being employable to the societal level even in a way to make sure that the entire society is showing this dynamic capability and to be productive and healthy and wealthy so wrapping up now you know at the end of chapter four that careers can be successful according to objective and subjective standards that objective career success is partly related to individual quality so contested and partly to getting some help sponsored that protean careers put individual interests and well-being central the employees have to invest in their skills and networks in order to be employable and that flex security or flex security theory argues that employability is the shared responsibility of employers employees and the government that's it for chapter four the next one will be on chapter five war for talent