ABSTRACT
Chapter 10 addresses the implications for employers of the fact that some employees exhibit Employability Market Orientation and the challenges it creates. There is no doubt that many of the previously adopted principles and rules of management have become outdated. The analysis refers to the necessity of shaping HR as a strategic partner and building a business portfolio of competences of the organization’s employees, which will result in satisfying the client’s offer and create a competitive advantage. It is necessary, for example, to adjust the personnel policy, organisational culture, and especially the management style. The importance of employer branding and exit interviews is growing. The goal will be to form an adequate organisational commitment and develop the loyalty of Employability Market Orientation employees, ensuring a satisfactory level of organisational engagement.
