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 PresentationTRANSCRIPT
Managing careers to win the Managing careers to win the war for talent: Innovative war for talent: Innovative
career models for a variety career models for a variety of organizational contextsof organizational contexts
Professor Yehuda BaruchUEA Norwich
Our peopleOur people
“Our people are our most important asset”The cliché that reflect truism
BUTDo they really believe in it?
And if so,What should organizations do about it?
Careers in organizational Careers in organizational contextscontexts
‘Career’: “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 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 trendsPresent trends
RationalisingDelayeringDownsizingRightsizingFlatteningRestructuringShaping up for the future
The boundaryless careerThe boundaryless career Boundaryless
Organization:
Vertical Horizontal External Geographical
Boundaryless Career:
Demolition of old structure
Multidirectional paths and system
Holistic system Global system
Psychological contractPsychological 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 New Deals Herriot and Pemberton 1995Herriot and Pemberton 1995
The 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 contractsNew Psychological contracts
The breaking of old notion of careersA transition or transformation of
relationshipsNot always welcomed by employeesReality rather than rhetoric
Individual careersIndividual careers
A life journeySearch for identitySource of:
– Extrinsic (e.g. Income)– Intrinsic (e.g. Meaning)– Much more
Organizational careersOrganizational careers
The landscape for the journey The playground for the gameThe system where careers occur
Trends from the 1990sTrends from the 1990s
From 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 careersIntelligent careersDeFillippi & Arthur (1994); Arthur, Claman & DeFillippi & Arthur (1994); Arthur, Claman &
DeFillippi (1995)DeFillippi (1995)
Knowing Why – values, attitudes, internal needs (motivation) identity
Knowing How – competencies: skills, expertise, capabilities; Tacit & explicit knowledge
Knowing Whom – networking, connections, relationships
Intelligent careers Intelligent careers (developed)(developed)Jones & DeFillippi (1996)Jones & DeFillippi (1996)
Knowing What – opportunities, threatsKnowing Where – entering, training,
advancingKnowing When – timing of choices and
activities
The Post-corporate CareerThe Post-corporate Career
From individual and relationship perspective
To organizational and system perspective
Career anchors Career anchors Schein, 1978; 1985Schein, 1978; 1985
the perceived abilities, values, attitudes and motives people have
determine career aspiration and direction. These guide, constrain, stabilise, reinforce
and develop people’s career
Derr’s (1986) five measures Derr’s (1986) five measures for career successfor career success
Getting 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 The protean career (Hall, 1976, 1998)(Hall, 1976, 1998) “The protean career is a process which the person,
not the organization, is managing. It consists of all the person’s varied experience in education, training, work in several organizations, changes in occupational field, etc…The protean person’s 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 Protean Career
the person, not the organization manage itcareer age, not chronological age
self directed, continuous learningnew success dimensions
Organizational Career Organizational Career SystemsSystems
Traditional – structural related– control mechanism– mostly – retaining talent
Current– war for talent– reflecting socio, techno, economic changes– include releasing talent
Futurist– virtual careers
Organizational Career Organizational Career SystemsSystems
Challenge of integrationChallenge of responsiveness Challenge of pro-activityChallenge of managing dynamic system
Career system and career Career system and career anchors 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 people’s career
Career systems and career Career systems and career successsuccess
The organization need to provide options for the variety of: – Getting ahead– Getting secure – Getting high– Getting free – Getting balanced
The organization need to realise that different people need different options
Career systems and the Career systems and the Protean CareerProtean Career
How to share career management with the individuals
How to align self direction with organizational needs
How to enable continuous learningHow to integrate new success dimensions
into the system
Career systems and Intelligent Career systems and Intelligent careerscareers
Knowing Why – understanding valuesKnowing How – managing competenciesKnowing Whom – developing networksKnowing What – opportunities, threatsKnowing Where – (where you want them)Knowing When – timing
Competitive advantage and Competitive advantage and redundancyredundancy
Labour costs are usually the major organizational costs
They may be manipulated for management of numerical flexibility
The ‘cutting-fat’ metaphor is appealing Short term financial performance tend to improve
following redundancy
BUT in long term Financial performance deteriorate The ‘Survivor Syndrome’ persists
Need for strategic alignmentNeed for strategic alignment
Organizational Strategy
Highly developed Developed Exists No strategy
HRM Strategy
Highly developed Developed Exists No strategy
Example of a strategy - Example of a strategy - OutsourcingOutsourcing
Strategic responseFlexible managementFocus on core operation, building on
strength competenceLetting others do what they can do best
TrendsTrends
Employability- a new deal?The Desert Generation?
– Not really – But…
The academic career model The academic career model (Baruch & Hall, JVB, 2003)(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 The academic career model cont.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 Implications: Individual careers:
– More self managed– Short term planning
Individual advice: – Count on yourself – Expect the unexpected – Be resilient– Think the unthinkable
Institutional Implications:Institutional Implications:
Organizational careers– Functional and managerial flexibility– Proactivity– Exploring alternative models
Organizational advice: – Give up control – Provide support – Invest in people – Think the unthinkable
National Implications:National Implications:
Changing nature of society and economy
New labour markets
Global systems