Professor Yehuda Baruch UEA Norwich

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Managing careers to win the war for talent: Innovative career models for a variety of organizational contexts. Professor Yehuda Baruch UEA Norwich. Our people. “Our people are our most important asset” The cliché that reflect truism BUT Do they really believe in it? And if so, - PowerPoint PPT Presentation

Text of Professor Yehuda Baruch UEA Norwich

  • Managing careers to win the war for talent: Innovative career models for a variety of organizational contexts

    Professor Yehuda BaruchUEA Norwich

  • Our peopleOur people are our most important assetThe clich that reflect truismBUTDo they really believe in it?And if so,What should organizations do about it?

  • Careers in organizational contextsCareer: a process of development of the employee along a path of experience and jobs in one or more organizations (Baruch & Rosenstein, 1992)

  • Change : the span and pace

    The Boundaryless Career (Arthur, 1994)New Deals (Herriot & Pemberton, 1995)The Protean Career (Hall, 1996; Hall & Moss, 1998)The Intelligent Career (Arthur et al., 1995; Jones &Defillippi 1996)The Post-corporate Career (Peiperl & Baruch 1997)

  • Present trendsRationalisingDelayeringDownsizingRightsizingFlatteningRestructuringShaping up for the future

  • The boundaryless careerBoundaryless Organization:

    VerticalHorizontalExternalGeographical Boundaryless Career:

    Demolition of old structureMultidirectional paths and systemHolistic systemGlobal system

  • Psychological contract"The unspoken promise, not to be present in the small print of employment contract, of what employer gives, and what employees give in return"An exchange transactionStronger than the legalChanged with the new system

  • New Deals Herriot and Pemberton 1995The old deal was:employee offer: loyalty, conformity, commitment; employer offer security of employment, career prospects, training and development and care in trouble. The new deal is:employee offer long hours, added responsibility, broader skills, and tolerance of change and ambiguity;employer offer high pay, reward for performance, and above all, having a job

  • New Psychological contracts

    The breaking of old notion of careersA transition or transformation of relationshipsNot always welcomed by employeesReality rather than rhetoric

  • Individual careersA life journeySearch for identitySource of: Extrinsic (e.g. Income)Intrinsic (e.g. Meaning)Much more

  • Organizational careersThe landscape for the journey The playground for the gameThe system where careers occur

  • Trends from the 1990sFrom climbing the organizational ladder to a new fluid and dynamic system. The individual as the new owner of career.

    ThusThe war for talent spreadThe front-line is unclear

  • Intelligent careersDeFillippi & Arthur (1994); Arthur, Claman & DeFillippi (1995)Knowing Why values, attitudes, internal needs (motivation) identityKnowing How competencies: skills, expertise, capabilities; Tacit & explicit knowledgeKnowing Whom networking, connections, relationships

  • Intelligent careers (developed)Jones & DeFillippi (1996)Knowing What opportunities, threatsKnowing Where entering, training, advancingKnowing When timing of choices and activities

  • The Post-corporate Career

    From individual and relationship perspective

    To organizational and system perspective

  • Career anchors Schein, 1978; 1985the perceived abilities, values, attitudes and motives people havedetermine career aspiration and direction. These guide, constrain, stabilise, reinforce and develop peoples career

  • Derrs (1986) five measures for career successGetting ahead: Motivation derives from need to advance on both professional stand and the organizational ladder. Getting secure: Having a solid position within the organization. Getting high: Being inspired by the nature and content of the work performed.Getting free: Motivated by need for autonomy and ability to create own work environment. Getting balanced: Attaching equal or grater value on non-work interests.

  • The protean career (Hall, 1976, 1998) The protean career is a process which the person, not the organization, is managing. It consists of all the persons varied experience in education, training, work in several organizations, changes in occupational field, etcThe protean persons own personal career choices and search for self-fulfilment are the unifying or integrative elements in his or her life. (Hall 1976: p. 201).

  • The Protean Careerthe person, not the organization manage it career age, not chronological ageself directed, continuous learningnew success dimensions

  • Organizational Career SystemsTraditional structural relatedcontrol mechanismmostly retaining talentCurrentwar for talentreflecting socio, techno, economic changesinclude releasing talentFuturistvirtual careers

  • Organizational Career SystemsChallenge of integrationChallenge of responsiveness Challenge of pro-activityChallenge of managing dynamic system

  • Career system and career anchors

    the organization needs to recognise those abilities, values, attitudes and motives, and subsequent career aspiration the organization needs to provide direction, offer options, support and monitor and develop peoples career

  • Career systems and career successThe organization need to provide options for the variety of: Getting aheadGetting secure Getting highGetting free Getting balanced The organization need to realise that different people need different options

  • Career systems and the Protean CareerHow to share career management with the individualsHow to align self direction with organizational needsHow to enable continuous learningHow to integrate new success dimensions into the system

  • Career systems and Intelligent careersKnowing Why understanding valuesKnowing How managing competenciesKnowing Whom developing networksKnowing What opportunities, threatsKnowing Where (where you want them)Knowing When timing

  • Competitive advantage and redundancy Labour costs are usually the major organizational costsThey may be manipulated for management of numerical flexibilityThe cutting-fat metaphor is appealingShort term financial performance tend to improve following redundancyBUT in long termFinancial performance deteriorate The Survivor Syndrome persists

  • Need for strategic alignmentOrganizational Strategy

    Highly developedDevelopedExistsNo strategy HRM Strategy

    Highly developedDevelopedExistsNo strategy

  • Example of a strategy - OutsourcingStrategic responseFlexible managementFocus on core operation, building on strength competenceLetting others do what they can do best

  • TrendsEmployability- a new deal?The Desert Generation?Not really But

  • The academic career model (Baruch & Hall, JVB, 2003) psychological contracts and career systems in academia resemble new psychological contracts professional challenge learning environment social status professional development self-management (autonomy) and flexibility networking within and across organizations

  • The academic career model cont. career advancement is subject to performance rather than tenure career is self-initiated, self-managed a very flat hierarchyBUT characterized by stability, long-term employment relationships (tenure track), job security, and rigid structure rare cross-functional moves

  • Individual Implications: Individual careers:More self managedShort term planning

    Individual advice: Count on yourself Expect the unexpectedBe resilientThink the unthinkable

  • Institutional Implications: Organizational careersFunctional and managerial flexibilityProactivityExploring alternative modelsOrganizational advice: Give up control Provide supportInvest in peopleThink the unthinkable

  • National Implications: Changing nature of society and economy

    New labour markets Global systems