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The Changing Concept of Career (Strategies to develop an employer…
The Changing Concept of
Career
Who are 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)
Characteristics of tri-sector
leaders
What successful tri-sector leaders do well
Acquiring transferable skills
Government must bring competing interest together to
create regulatory environments that benefits the public
In business one must use scare resource to exploit market
opportunities
Not-for-profit organisations have limited resources, focus on the long-term , and look for creative ways to further social good.
Balancing competing motives
Have a strong desire to create ‘public value’, however, this
is not at the expense of their on motives for wealth
creation, power, and strong sense of mission
Combine idealism (often found in the not-for-profit sector) and pragmatism (found in government and business) to serve a wide array of people
How to develop tri sector leadership skills?
Need to overcome systemic barriers across sectors
Necessary to take a life-cycle approach
– Towards the end of career
Mentoring budding tri-sector leaders
Incorporating tri-sector leadership development and training as
part of organisational succession planning
– Mid-career
Undertaking fellowships
Attending conferences where mentors (across sector) could be found
Media training and establishing connections with media
– At the beginning of career:
Undertaking joint-degree programs (not purely technical ones)
Undergoing training and mentoring programs that incorporate cross-sector concerns
Evolution of the employer- employee compact
Traditional
– Predictable career trajectories
– Stable
– Life-time employment and loyalty
– Low employee turnover
Contemporary
– However, the most adaptable and entrepreneurial talent constantly seek greener pastures elsewhere, making employee retention extremely difficult
– Employees encouraged to think as ‘free agents’ in charge of their own destiny and therefore, employability
– Lack of job security and performance-driven culture results in more adaptable and entrepreneurial employees
– Winner take all mentality
– volatile
The need for a new compact
Need to acknowledge that life-time employment nor loyalty are realistic in the 21st century
From an employee point of view, the focus should be on improving adaptability and entrepreneurial thinking
From an employer point of view, the focus should be on how to develop a win-win relationship (i.e. an alliance) with employees, even if it means that they will inevitably leave for opportunities elsewhere
Both employers and employees should seek to be ‘allies’ – An employee invests in the employer’s adaptability, the employer invest in the employee’s employability
Strategies to develop an employer-employee
compact as 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
Purposeofrelationshipisstipulatedattheforefront 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 supporte
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