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Attracting and Retaining Talent:
Becoming an Employer of Choice
Dr Tim Bakerwww.winnersatwork.com.au
What is an Employer of
Choice?
The Changing Psychological
Contract
Speed is critical for success
Strategies to Change the
Culture
Measuring Culture
Why is becoming an employer of choice important?
It is about creating a workplace culture
that is likely to attract and retain top talent
The only rats that leave a sinking ship are those that can swim
Psychological Contract
Individual Organisation
I offer
I expect
The organisation
expects
Theorganisation
offers
The Changing Employment Relationship Values
Baker, T. B. (2014). “Attracting and Retaining Talent: Becoming and Employer of Choice”
Old Values New Values Specialised Employment Flexible Deployment
Internal Focus Customer-focus
Focus on Job Performance-focus
Functional-based Work Project-based Work
Human Dispirit & Work Human Spirit & Work
Loyalty Commitment
Training Learning & Development
Closed Information Open Information
MarketProcessing
Recovery
Value of Flexible Deployment
Value of Performance Focus
Convert Job descriptions to role
descriptions
Value of Project Based Work
Baker, T. B. (2014). “Attracting and Retaining Talent: Becoming and Employer of Choice”
Baker, T. B. (2014). “Attracting and Retaining Talent: Becoming and Employer of Choice”
Value of Learning & Development
Technical-centred approach
Person-centred approach
Problem-centred approach
Value of Open Information
Manager Employee
I want employees to show more initiative
I want to think for myself
I will have to make the decision
I will just follow my manager’s direction
Corporate Culture Change Cycle1.
Define workplace
sample2.
Administer survey
3. Analyse results
4. Create project team
5. Develop team
6. Develop strategies
7. Implement strategies
8. Monitor progress
Congruence Between the Three Organisational Perspectives
Congruence Between the Three Organisational Perspectives
Statistical Representation
Free Webinars• Maximising Your Impact: Getting What You Want Ethically and Honestly (April)
• Performance Conversations that Make a Difference (May)
• Converting Job Descriptions to Role Descriptions for Better Performance (June)
• The 8 Performance Myths Holding Organisations Back from Optimal Performance (July)
• Building Trust and Performance Through a Culture of Conversation (August)
• The 4 Strategies for Maximising Influence (September)
• The Five Conversations Framework: A Highly Effective Alternative to the Performance Review (October)
• Shifting from Performance Appraisal to Performance (November)
• Tools for Effective Feedback: Creating a Culture for Performance Improvement (December)
www.winnersatwork.com.au
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