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10: CHANGING CONCEPT OF CAREER (TRI-SECTOR LEADERS (WHO (individuals who…
10: CHANGING CONCEPT OF CAREER
TRI-SECTOR LEADERS
WHO
individuals who can
bridge the differences
that seperate the
three sectors
and thus develop more
holistic & sustainable solutions
pathways vary: may begin in
government
then move in to
private
, or start in
not-for-profit
prior to
government*
(Barack Obama)
The most difficult problems require
collaboration
between gov. , business and not-for profit sectors (such as resource scarcity, healthcare affordability...)
CHARACTERISTICS
balancing competing motives
acquiring transferable skills
forging an intellectual thread
developing contextual intelligence
building integrated networks
maintaining a prepared mind
HOW TO DEVELOP THESE
overcome systematic barriers across sectors
take the life-cycle approach
Life cycle approach:
at the beginning of the career
joint-degree programs
training and mentoring
Mid-career
undertaking fellowships
conferences with mentors
media training
End of career
mentoring
organisational succession planning incorporating tri-sector leadership development
EVOLUTION OF THE EMPLOYER-EMPLOYEE COMPACT
Traditional
lifetime employment
loyalty
predictable career trajectories
stable
low employee turnover
Contemporary
rapid unpredictable change
employees are 'free agents'
winner takes all
lack of job security
employees are more adaptable and entrepreneurial
constantly seek better opportunities
The need for a new compact
lifetime loyalty is not realistic anymore
focus should be improving adaptability & entrepreneurial thinking of employees
employers should develop a win-win relationship
should work to be 'allies'
employee invests in the employer's
adaptability
, employer invests in the employee's
employability
STRATEGIES TO BECOME ALLIES
Tour of duty
a fixed term project -
purpose of relationship is stipulated at start of term
transactional in design, involves trust
must be personalised, mutually beneficial to be effective as a strategy
Networking
significantly increases creativity and innovation
established within current and future employment
compact should allow employees time to develop networks on company time
networks should include all stakeholders linked to employer
Employer's can attract highly networked individuals if network intelligence is valued and therefore supported
Alumni
purpose is to build lifelong affiliation
can lead to future employment opportunities
lead to future business opportunities
great source to expand one's network and access to diverse information
should not become part of the network for personal gain
reciprocal relationship where both parties benefit
https://youtu.be/6mw9YRNj0I4