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The Changing Concept of Career (Strategies to develop an employer-employee…
The Changing Concept of Career
tri-sector leaders
The need for tri-sector leaders
Tri-sector leaders are individuals who are able to bridge the differences that separate the three sectors and thus develop more holistic and sustainable solutions
Many of the world’s most difficult problems – resource scarcity, training future workforces, making healthcare affordable and accessible – require 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)
Characteristics of tri-sector leaders
Balancing competing motives
Acquiring transferable skills
Developing tri-sector leadership skills
Need to overcome systemic barriers across sectors
Necessary to take a life-cycle approach
At the beginning of career
Undertaking joint-degree programs (not purely technical ones)
Undergoing training and mentoring programs that incorporate cross-sector concerns
Mid-career
Undertaking fellowships
Attending conferences where mentors (across sector) could be found
Media training and establishing connections with media
Towards the end of career
Mentoring budding tri-sector leaders
Incorporating tri-sector leadership development and training as
part of organisational succession planning
Evolution of the employer- employee compact
Traditional
Stable
Life-time employment and loyalty
Predictable career trajectories
Low employee turnover
Contemporary
Rapid unpredictable change – volatile
Employees encouraged to think as ‘free agents’ in charge of their own destiny and therefore, employability
Winner take all mentality
Lack of job security and performance-driven culture results in more adaptable and entrepreneurial employees
However, the most adaptable and entrepreneurial talent constantly seek greener pastures elsewhere, making employee retention extremely difficult
Strategies to develop an employer-employee
compact as allies
Important to construct personalised, mutually beneficial tours to truly be effective as a strategy of employment (for the employee) and recruitment (for the employer)
Engaging beyond the employer’s boundaries
Establishing a ‘Tour of Duty
When considering employment investigate whether network intelligence is a top priority of potential employers
Employer’s can attract highly networked individuals if network intelligence is valued and therefore supported
Becoming a part of alumni networks
https://youtu.be/6mw9YRNj0I4