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WEEK 12: CHANGING CONCEPT OF CAREER - Coggle Diagram
WEEK 12: CHANGING CONCEPT OF CAREER
Who are Tri-sector leaders?
The need for Tri sector leader
worlds most difficult problems (resource scarcity, training future workforce, making healthcare accessible and cheaper) needs the collaboration between government, business, and non-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
paths to Tri-sector leaderships varies, some begin in government and then more 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
Successful Tri-sector leaders need to:
balance competing motives
combined idealism found in primarily not for profit business as well as your pragmatism (government and business sectors) in order to serve a wide array of people
requires having the strong desire to create public value (not at the expense of their own motives for wealth creation, power, and a strong sense of mission)
Acquiring transferable skills
In government, you need to bring competing interest together to create regulatory environment that benefit the public.
In terms of not-for-profit organisations, here we have limited resources, but focus is on long term and have to look at creating ways to further social good
in business one must use scarce resources to exploit market opportunities
Develop contextual intelligence
Not only being able to see parallel between sectors, but also accurately assess the difference in context and translate across them
How to develop Tri-sector leadership skill?
Need to overcome systemic barriers across sectors (business, government and not for profit)
Necessary to take a life cycle approach
At the beginning middle & towards the end of career
Beginning: interested in joint degree programs & not technical ones or training and mentoring programs that incorporate cross sector concerns
Midpoint: start to undertake fellowships or attend conferences where mentors across different sectors can be found. Media training and establishing connections with media or using social media channels will be good at this point
End: start to explore the potential for mentoring budding. Tri-sector leaders are those who show the greatest potential. Incorporate Tri-sector leadership development in training as part of organisational succession planning, make sure those that succeed you possess the skills to traverse across sectors quite fluidl
Evolution of the employer-employee compact
Employer-employee compact (White collar industries)
traditional
Stable (life time employment and loyalty, predictable career trajectories and low employee turnover)
Contemporary
Rapid unpredictable change - volatile (employees encourages to think as free agent, in charge of their own destiny, and employability)
Winner take all mentality
Lack of job security and performance driven culture (those who peak at performance are those who have job security)
Result in adaptable and entrepreneurial talent, however the most adaptable and entrepreneurial talent constantly seeks greener pastures, making employee retention difficult
Evolution of this employer employee compact in the most modern setting has seen organisation investing resources in training upscaling and developing of the most promising staff, but these staff tend to move on
So retention is losing its value in contemporary compact
The need for new compact
Need to acknowledge that life-time employment nor loyalty are realistic in 21st venture
From an employee POV, the focus should be on improving adaptability and entrepreneurial thinking
From an employer POV, the focus should be on how to develop a win-win relationship (ie. an alliance) between employer employee, even if it means they will leave for opportunities elsewhere
Both employers and employees should seek to be “allies” —> an employee invests in the employers adaptability. The employer invest in the employees employability
There needs to be a common/mutual grounds (area of common consensus and mutual benefit) for employer employee to have win win outcome
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 needs to be stipulated. Both parties needs to be aware of expected benefits and when the alliance might be terminated.
level of transparency will allow more successful alliance
Though this was a more transactional in design, the relationship must be based on trust and investment from both parties. If done well, it can act as employee retention tool. Reach a subsequent agreement for another “tour of duty”
Important to construct personalized, 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 w diverse others
Expansive networking increase employee’s ability to be creative and innovative. Networks needs to be established both within and beyond (inside and outside ties)
Employer-employee compact should allow employee time to develop networks on company time, in exchange, employee must leverage these networks for the employers or systems benefits
Networks should include all stakeholders linked to the employer and or employee’s profession through social media and conferencing
When considering employment investigate whether network intelligence is a top priority of potential employers
If it is and personal network is lacking, you would not going to be the most appropriate candidate
Employer’s can attract highly networked individuals if network intelligence is valued and therefore supported by the firm’s systems
Many cases of employment due to more networks than individual skills they possess
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
These leads to future employment opportunities
Lead to business opportunities and collaborations especially across sectors, government, business and not for profit sector
Serve great source to expand one’s network and have access to diverse information
One should not be part of alumni networks for personal gain, approach is at reciprocal where it benefits both