Please enable JavaScript.
Coggle requires JavaScript to display documents.
Week 10 The changing concept of career (Characteristics of tri-sector…
Week 10
The changing concept of career
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)
Evolution of the employer-employee compact
white-collar
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
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 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
Characteristics of tri-sector leaders
Able to balance competing motives
strong desier to create 'public value' that is not at the expense of individual 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 business) to serve a variety of people
Aquiring transferable skills
each sectors would contribute and carry between sectors
Business executives excel at allocating scarce resources to capture attractive market opportunities.
Government officials bring competing interests together to create legal and policy frameworks for the benefit of the public.
Nonprofit leaders typically focus their more limited resources, longer time horizons, and greater operating freedom on devising creative ways to further the social good.
Developing contextual intelligence
to see parallels between sectors but also accurately assess differences in context and translate across them.
Forging an intellectual thread
gives tri-sector leaders the capacity to understand underlying principles and to transcend some of the constraints that single-sector leaders face when dealing with cross-sector issues
strengthen their intellectual threads through formal education, professional training, or research at a non-profit as an intellectual thread bolsters can tri-sector leaders' credibility and their capacity to cross sectors, magnifying their effectiveness.
Building integrated networks
used to convene project teams/ tanks to develop solutions for cross-sectoral issues
Maintaining a prepared mind
confortable deviating from traditional path
focus on a set of skills, capabilities, values rather than focusing on a specific job or career
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
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