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The Changing Concept of Career (Strategies to develop an employer-employee…
The Changing Concept of Career
tri-sector leaders
Needs:
Collaboration between government, business, and not-for-profit sectors
The paths to tri-sector leaderships varies, some begin in government and then move into the private sector (e.g. Sheryl Sandberg) while others start in the not-for-profit sector prior to moving into government (Barack Obama)
Bridge the differences that separate the three sectors and thus develop more holistic and sustainable solutions
Characteristics:
Developing contextual intelligence
Forging an intellectual thread
Acquiring transferable skills
Building integrated networks
Balancing competing motives
Maintaining a prepared mind
Developing tri-sector leadership skills-- Need to overcome systemic barriers across sectors
mid-career:
Undertaking fellowships
Attending conferences where mentors (across sector) could be found
Media training and establishing connections with media
the end of career:
Mentoring budding tri-sector leaders
Incorporating tri-sector leadership development and training as part of organisational succession planning
at the beginning of career:
Undertaking joint-degree programs
Undergoing training and mentoring programs that incorporate cross-sector concerns
Employer-employee compact (white-collar)
Traditional:
stable
Life-time employment and loyalty
Predictable career trajectories
Low employee turnover
contemporary:
Winner take all mentality
Lack of job security and performance-driven culture results in more adaptable and entrepreneurial employees
Employees encouraged to think as ‘free agents’ in charge of their own destiny and therefore, employability
the most adaptable and entrepreneurial talent constantly seek greener pastures elsewhere, making employee retention extremely difficult
Rapid unpredictable change – volatile
Strategies to develop an employer-employee compact as allies
Establishing a ‘Tour of Duty’:
Employer’s can attract highly networked individuals if network intelligence is valued and therefore supported
When considering employment investigate whether network intelligence is a top priority of potential employers
Engaging beyond the employer’s boundaries
Becoming a part of alumni networks
Construct personalised, mutually beneficial tours to truly be effective as a strategy of employment (for the employee) and recruitment (for the employer)