Please enable JavaScript.
Coggle requires JavaScript to display documents.
The change concept of career (strategies to develop an employer/employee…
The change concept of career
develop tri sector skills
need to overcome systematic barriers across sectors
necessary to take life cycle approach
mid career
undertaking fellowships
towards the end of the career
incorporating tri sector leadership development as part of organisational succession planning
at the beginning of the career
undergo training that incorporates cross sector concerns
Tri-sector leaders
Need for tri-sector leaders
Individuals who are able to bridge the differences that separate the three sectors and thus develop more holistic and sustainable solutions
Many problems require collaboration between government, business and not-for-profit sectors
Characteristics of tri-sector leaders
Acquiring transferable skills
In business sector, one must use use scarce resources to exploit market oppurtunities
In government sector, government must bring together competing interests to benefit the public
Not-for-profit sector have limited resources to work with, must focus on long-term goals and aims to further social good
Developing contextual intelligence
Being able to see parallels in different sectors and also understand their differences
Balancing competing motives
Combine idealism found in not-for-profit sector and pragmatism found in government and business sectors to serve a wide array of people
Forging an intellectual thread
Concentrating on a particular issue and developing an intellectual thread across sectors. This will result in transcendence of limited sector based thinking. As a result, the individual will increase their credibility and to cross and integrate across sectors
Building integrated networks
Networks used to convene project themes/think tanks to develop solutions for cross-sectoral issues
Maintaining a prepared mind
Preparing to take up positions which are less financially beneficial
Comfortable deviating from conventional career paths
Rather than focusing on a particular career, focus on a set of skills, experience and capabilities
strategies to develop an employer/employee compact as allies
beyond the employer's boundaries
networking
confinement
company time
stakeholder linked
considering employment investigate
important to construct personalied
alumni network
not for life time loyalty
lifelong affliiation
future employment opportunities
tour of duty
entering into fixed term
purpose of relationship
trust and investment
employee retention tool
evolution of employer and employee contact
employer employee compact(white collar)
traditional
life time employment and loyalty
low employee turnover
stabel
predictable career trajectory
contemporary
employees encouraged to think as a free agent
volatile
winner takes all mentality
lack of job security and performance driven culture results in adaptable and entrepreneurial employees
the need for new compact
employer and employee should seek to be allies
employer should seek to create a win win situation for both employer and employee
life time employment and loyalty is unrealistic in the 21st century