A large number of studies show that the feeling of belonging of employees to their company is starting to become fragile.  In a poll done by IFOP/ Le Monde last June, which measured the loss of employee confidence in their managers, 43% of upper management executives, stated that they didn’t understand the strategy of their group. 55% of salaried employees expressed the feeling of not being listened to by their boss.  The development of individual performance evaluations is part of the reason for this deterioration of the common bond.

Olivier Favereau, co-director of a Bernadine research group about the link between company ownership and social responsibility explained in Le Nouvel Economiste, 8 July, that “ Individualization by personal evaluations is a sure way to kill the fragile link of cooperation and solidarity between team members who normally are able to create a hotbed of creativity.”  The answer lies within training: it would be best to train managers to share the same vision for the company.  Then they must study the position that each of their staff holds in the company, perhaps during a yearly evaluation, in order to make the employee understand their place in the history and collective endeavor of the company where they work.  It is essential, especially now with generation Y, to give meaning and a sense to the work of every individual.  It is only by linking the personnel together to a common endeavor, an endeavor that everyone agrees with ethically, that we can recreate conditions of belonging to a team. 
It is also through training, and I’ve already talked a lot about this in previous posts, that we will be able to set up common practices.  These common practices will make working together easier and create new and innovative practices.  Organizational learning which uses new technologies version 2.0 allows us not only to improve skills by sharing knowledge and best practices, but also to create a common skill base.  
Giving the staff an exact definition of the vision of the company creates the feeling of belonging.  A loyal management team should spread this vision through efficient knowledge management channels, such as teamwork, which would make individual and collective learning and skill development easier. 
This reestablished link thus allows the company to benefit from real innovative and creative abilities that will create future knowledge.  It will give the staff pride in their work by reinforcing their feeling of belonging to the collective endeavor.  However we must also note that another benefit is the increase in marketability for employees.  The company helps its staff increase their skills and abilities to work in the future by keeping up to date with changes in technology and professions.
This is a priceless commitment for the company because it allows it to keep its most valuable resource- people.  The commitment is implicit in the work contract as it is guaranteed by the Supreme Court.  
Companies are thus in the system of sustainable development and must follow the path of social responsibility.  Skills are resources as any other; it is possible to renew them every so often.  This is what we call life long learning.