It’s not exactly a job description, nor is it an employment contract or a salary negotiation: it is rather a question of detailing the mission that the person will have to carry out within a defined time horizon, the company’s expectations, the way in which this mission enables the coworker to meet his or her objectives, the necessary resources… Not to mention, of course, the employee’s expectations and how the company will respond: how will this mission benefit both? What do they want to achieve in the end? The aim is to objectify the relationship, by clarifying and agreeing together on expectations from both sides right from the beginning. It’s a kind of moral commitment made by both parties, usually for ‘tours of duty’ lasting 18 to 24 months. This is how Learn Assembly developed its first alliance declarations. Indeed, when you consider your coworkers no longer as resources at a given time but as partners during and after contractual collaboration, helping them grow as much as possible and investing in their long-term employability becomes strategic. These concepts, completely aligned with the raison d’être and philosophy of Learn Assembly, hit the nail on the head with Sophie, who suggested to her partner and co-founder to implement them in their team. The chief principle underlying it is reciprocity: both parties understand and acknowledge that they’ve entered into a voluntary relationship that benefits both sides.
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