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

1
Managing careers to win the war for talent
Innovative career models for a variety of
organizational contexts

• Professor Yehuda Baruch
• UEA Norwich

2
Our people

• Our people are our most important asset
• The cliché that reflect truism
• BUT
• Do they really believe in it?
• And if so,
• What should organizations do about it?

3
Careers in organizational contexts

• Career
• a process of development of the employee along a
  path of experience and jobs in one or more
  organizations (Baruch Rosenstein, 1992)

4
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)

5
Present trends

• Rationalising
• Delayering
• Downsizing
• Rightsizing
• Flattening
• Restructuring
• Shaping up for the future

6
The boundaryless career

• Boundaryless Organization
• Vertical
• Horizontal
• External
• Geographical

• Boundaryless Career
• Demolition of old structure
• Multidirectional paths and system
• Holistic system
• Global system

7
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 transaction
• Stronger than the legal
• Changed with the new system

8
New Deals Herriot 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

9
New Psychological contracts

• The breaking of old notion of careers
• A transition or transformation of relationships
• Not always welcomed by employees
• Reality rather than rhetoric

10
Individual careers

• A life journey
• Search for identity
• Source of
• Extrinsic (e.g. Income)
• Intrinsic (e.g. Meaning)
• Much more

11
Organizational careers

• The landscape for the journey
• The playground for the game
• The system where careers occur

12
Trends from the 1990s

• From climbing the organizational ladder to a new
  fluid and dynamic system.
• The individual as the new owner of career.
• Thus
• The war for talent spread
• The front-line is unclear

13
Intelligent careersDeFillippi Arthur (1994)
Arthur, Claman DeFillippi (1995)

• Knowing Why values, attitudes, internal needs
  (motivation) identity
• Knowing How competencies skills, expertise,
  capabilities Tacit explicit knowledge
• Knowing Whom networking, connections,
  relationships

14
Intelligent careers (developed)Jones
DeFillippi (1996)

• Knowing What opportunities, threats
• Knowing Where entering, training, advancing
• Knowing When timing of choices and activities

15
The Post-corporate Career

• From individual and relationship perspective
• To organizational and system perspective

16
(No Transcript)
17
(No Transcript)
18

19
Career anchors Schein, 1978 1985

• the perceived abilities, values, attitudes and
  motives people have
• determine career aspiration and direction.
• These guide, constrain, stabilise, reinforce and
  develop peoples career

20
Derrs (1986) five measures for 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.

21
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).

22
The Protean Career

• the person, not the organization manage itcareer
  age, not chronological age
• self directed, continuous learning
• new success dimensions

23
Organizational Career Systems

• Traditional
• structural related
• control mechanism
• mostly retaining talent
• Current
• war for talent
• reflecting socio, techno, economic changes
• include releasing talent
• Futurist
• virtual careers

24
Organizational Career Systems

• Challenge of integration
• Challenge of responsiveness
• Challenge of pro-activity
• Challenge of managing dynamic system

25
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

26
Career systems and career success

• 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

27
Career systems and the Protean Career

• How to share career management with the
  individuals
• How to align self direction with organizational
  needs
• How to enable continuous learning
• How to integrate new success dimensions into the
  system

28
Career systems and Intelligent careers

• Knowing Why understanding values
• Knowing How managing competencies
• Knowing Whom developing networks
• Knowing What opportunities, threats
• Knowing Where (where you want them)
• Knowing When timing

29
Competitive advantage and redundancy

• 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

30
Need for strategic alignment

• Organizational Strategy
• Highly developed
• Developed
• Exists
• No strategy

• HRM Strategy
• Highly developed
• Developed
• Exists
• No strategy

31
Example of a strategy - Outsourcing

• Strategic response
• Flexible management
• Focus on core operation, building on strength
  competence
• Letting others do what they can do best

32
Trends

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

33
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

34
The academic career model cont.

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

35
Individual Implications

• Individual careers
• More self managed
• Short term planning
• Individual advice
• Count on yourself
• Expect the unexpected 
• Be resilient
• Think the unthinkable  

36
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

37
National Implications  

• Changing nature of society and economy
• New labour markets  
• Global systems