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The Changing Concept of Career (Characteristics of a tri-sector leader…
The Changing Concept of Career
Strategies to Develop an
Employer-Employee
Compact as Allies
Strategies to Become Allies
Establishing a ‘Tour of Duty’:
Entering into fixed-term (e.g. 4 years) projects with
employer/employee with provision for discussion at
mid-point of tour
Purpose of relationship is stipulated at the forefront
and each part is aware of expected benefits and
when relationship will be terminated
Although transactional in design, relationship must
be based on trust and investment from both parties
If done well, can act as an employee retention tool
reaching agreement on another ‘tour’
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
Networking, especially with those those are different to one
has been found to significantly increase an individual’s ability
to be creative and innovative
Networks should be established both within the
confinements of one’s current employment as well as
beyond
Compact should allow employees time to develop networks
on ‘company time’ – in exchange, employee’s must leverage
the network established for employer’s benefit
Networks should include all stakeholders linked to employer
and/or employee’s profession
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
The purpose of the new compact is not to deliver lifetime
loyalty in reciprocation for lifetime employment
It is to build ‘lifelong affiliation’ through a network of allies
(i.e. employers)
Can lead to future employment opportunities- Can lead to new business opportunities or collaborators,
especially across sectors (i.e. government, not-for-profit)
Great source to expand one’s network and therefore,
access to diverse information
One should not become part of alumni networks purely for
personal gain - need to approach it as a reciprocal
relationship where both parties would benefit, even if there
is a time lag
Who are tri-sector leaders?
The need for tri-sector leaders
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
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
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)
How To Develop Tri-sector Leadership 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
Characteristics of a tri-sector leader
Balance competing motives (idealism and capitalism)
Aquire transferable skills
Develop contextual intelligence (realise the differences between sectors)
Forging an intellectual thread
build integrated networks (across sectors)
maintaining a prepared mind
Tour of duty
reading
Establishing a ‘tour of duty’
• A tour of duty is essentially stipulating a relationship between employer and employee where they are aware of the expected benefits from a fixed termed project
• A tour of duty also establishes a reciprocal relationship of trust and investment
• Projects that are successfully completed can also act as an employee retention tool
• Employers can offer a variety of benefits that can be accessed by an employee in exchange for a set number of expectations from the employee.
• In doing this it is important for employers and employees to create personalised tours to truly be effective as a strategy for employment or recruitment.
• To be successful in negotiating an employer-employee compact, both parties must think of this as forming an alliance rather than just seeking a job or lifetime employment
• An adaptable and entrepreneurial mindset is essential
https://www.youtube.com/watch?v=6mw9YRNj0I4
Notes: