Career Analysts Newsletter
Issue 2 - 2011
This Issue Contains:
Employing Students and Graduates
in a Changing World of Work
by Alisa Bartholomew
With changing demographics, new generations with new career beliefs and a constantly evolving and developing world of work it can be difficult for both employers and employees to know what their next career steps are and what the future looks like. Here we cover some of the expected changes to our future world of work, the important role our new graduates are going to play and the impact of the technology industry on an already changing and adapting market.
Demographers predict that in approximately 13 years time we will have more elderly than children, and an inability to replace those leaving the workforce with new employees. While New Zealand has one of the highest birth rates in the OECD, we will still face the same population challenges as those around the world.
This means increased demand for new graduates, new strategies to utilise expertise for longer periods of time, and a change in the services required to support an ageing population. Employers will have to think about their culture, employment package and career opportunities. With a growing demand for flexible work hours increased part-time work, and flexi-time will be encouraged.
What do employers need to think about as a result of this:
What do employees need to think about:
Maintaining and extending their skill sets especially in the field of technology
More vertical shifts in addition to the traditional horizontal moves in careers
Increased flexibility – this is a 2-way street!
Working longer but smarter – a potential shift in the retirement age and how to achieve this while remaining healthy
So thinking about how to attract new graduates, how do we know what they want from an employer?
Student Job Search is currently making leaps and bounds towards supporting students with their careers whether this be part-time, full-time, graduate positions or volunteer work. They had this to say about Generation Y:
A major challenge for most employers is attracting the best people – and this gets even more complicated when it comes to Gen Y.
Gen Y stand to add a-lot of value to your organisation, they are technology savvy, creative, educated, solution orientated, pragmatic, and work well on teams – and the good ones have a good idea of what they want when it comes to who they will / will not work for.
Ask yourselves as an employer and be absolutely honest. Would your business associate words with itself such-as; fun, challenging, creative, diverse, lifestyle centered, ethical, technology advanced, love change, entrepreneurial. If you can put a tick against all these words you are well on your way.
Remember also the first thing Gen Y are going to check out about your business is your website. That’s their first impression and we all know the importance of these – if your website is not engaging, inspiring, and entertaining you may struggle attracting the best of them. Try and utilise tools that they relate to – You Tube, Face-book, Twitter to name a few. Talk up your mission, values and enable them to get a feel of your culture – and always be authentic – if your culture is a little stale don’t try and fool them – just say it how it is – maybe challenge them to help change it. In all your communications – be very outcomes focused – this Generation is endearingly referred to as Generation Me. Anticipate and answer their WIFM’s (What’s in it for Me). And lastly – this generation thrive of learning and making a difference – show them ways of how they can achieve both these as a member of your organisation.
So now you have a few ideas of how to attract the best of Gen Y - the challenge is to retain them, and that is easier said than done - it is predicted that Gen Y employees will have had between 10 / 14 jobs by the time they reach 40!
Want to find out more about Student Job Search and their up and coming developments linking students with New Zealand Employers?
Check them out at: www.sjs.co.nz
Want to see more on how the world of work is being rapidly changed by technology? Check out this you tube clip:
New Zealand and the role of Technology
With the value of commodities falling a new focus has emerged within our workplaces, bringing with it new careers, new industries and new markets. The technology industry is a fast-paced world to work in and a change in jobs and industries will have a natural flow on to the training and qualifications we offer.
Helping students navigate these new paths is a challenge as many courses and many jobs have not previously existed, and we will be training students to do roles that don’t currently exist.
One way to mitigate this is to keep on top of what is going on in the world of technology, courses, and new businesses.
Industries that are currently growing:
The importance of considering technology in other industries may be a key factor in attracting future talent and continuing to develop existing products and services. With a generation that is more technology savvy than any other seen before the value of graduates and students coming through now is the innovative ideas they bring and the speed with which they navigate these tools.
For more information check out:
Technology Investment Network
Deloitte Fast 50
Deloitte Technology Fast 500
So what does this all mean?
Ultimately the future world of work is going to look quite different to today, however it will be an exciting and rapidly changing environment created by a generation of technically savvy, fast-moving individuals. Key considerations need to be given to how we motivate and create clear career paths for our students, graduates and existing employees to ensure we have the labour we require for the future.
In addition to providing students with career assessments, clear planning guidelines, and training options that will be a good investment we need a plan for our current workforce. Supporting employees to proactively manage their careers, improve and extend their skill base, and consider future flexible work options post retirement age is a great place to start.
From a career perspective it can also be about preparing our graduates and students for the current world of work and ensuring they have realistic expectations that still engage their unique talents and aspirations.
While we may not be able to predict the jobs and roles we will need to fill, we do know how to create collaborative and highly productive workplaces – by helping our employees use their talents and skills to support us!
Find out more about implementing talent development strategies in your organisation by calling Career Analysts on 0800 TALENT or email email@example.com
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Is Your Organisation in Need of a
Career Development Facelift?
by Aimee Visser
Traditionally, career development was all about adding extra courses and training to your resume and moving up the Career Ladder in order to extend your capabilities and experience. People were willing to wait for their chance to move up, and as there were so many ladder rungs to climb it was easy enough to ensure people remained engaged by requiring mastery of the current rung, before allowing movement to the next. Employees were less tempted to leave their company as they greatly valued job security and the career development opportunities they had in one organisation were enough to keep them going for a long time.
However, most workplaces now function entirely differently and are impacted by trends including flatter organisations, ever-changing technologies, increased globalization, fast moving economic shifts, and constantly evolving workplace demographics. Many employees no longer value or believe in job security, and see that upwards promotion is less possible as a number of “ladder rungs” in many organisations have disappeared. Indeed, many people are not interested in going “up” at all, and instead wish to try their hand at a few different roles as the variety keeps them on a career buzz.
So what does the amalgamation of these trends mean for your organisation?
It means retaining staff and keeping them engaged in their work is all that more difficult. It also means that the demands placed on your firm by these trends is at an all time high. Retaining talent or managing skill shortages are ongoing challenges for many. These may be caused by your people moving on quickly or the demands of change in your industry are so great that the skills required to be ahead of the game may not even fully exist yet in the world of work.
So how can you retain and grow skilled employees?
Trends in the field reported by HR experts such as Susan Heathfield have pinpointed that one of the main reasons people leave their roles is due to a lack of challenges and career opportunities in their company that truly motivate them to perform at their best and stay with the organisation. Many companies do not recognise that their method of career development is still in the dark ages of Career Ladders being the sole option for career growth. The reality is that people don’t wait for many years before obtaining a new challenge; they want them NOW and if you can’t provide them, they will seek them elsewhere. What’s more, when you speak to many employees, they actually aren’t driven by moving “up” at all. Instead, they would be really keen to move into Marketing or Sales (for example) or another sideways move because they wish to broaden their capabilities and try new things.
Molly Anderson and Cathleen Benko of Deloitte in the US recognised the issues with the Career Ladder approach in 2006, and got to work on a new approach for career development. Instead of simply moving “up” to gain career growth, employees at Deloitte were encouraged to also consider moving laterally, or even back down, depending on their own career aspirations, talents, and interests. This approach is known as the Career Lattice which they write about in their book “The Corporate Lattice: Achieving High Performance in the Changing World of Work” (2010, Harvard Business Press).
Since 2006, a number of organisations (including Pitney Bowes, Thomson Reuters, Shell, and Cisco systems) have been building and utilising the Career Lattice approach, and have seen great improvements in employee retention and engagement as a result. Employees report feeling more empowered in their careers and more concerned to continue working with the organisation as there are multiple opportunities just waiting for the taking. Where there have been no obvious opportunities, many companies have encouraged their staff to create their own roles, and this has lead to huge leaps forward in their offerings to clients as new products and systems have been launched by these individuals.
The Career Lattice approach has also encouraged greater knowledge sharing, increased company flexibility to new shifts in their environments, closure of skills gaps, and a greater sense of individual career ownership for each employee, not to mention a strong sense of satisfaction and enjoyment of their work.
So how can your organisation foster an in-house Career Lattice? Talent Management experts such as Stacey Harris, Rosemarie Dentesano and Beverly Kaye provide some useful tips and insights:
Make sure career development is a business strategy, not just an HR strategy. Inject the entire organisation from the top down with a focus on investment in development opportunities, and encourage senior management to rethink the ways in which they can keep their great people, up-skill them, and get great results.
Create a culture where individuals can and do talk freely about career aspirations. By having open career conversations and fundamentally changing the way your organisation understands what career success means, you can encourage people to readily look for ways to learn and develop their skills, most often within your organisation rather than searching outside of it! Often there is a fear that by introducing the concept of constantly seeking to develop your career, employees will leave in droves. In the experience of many organisations using the Career Lattice, this is often the complete opposite: employees are more engaged, enthralled, and committed to staying because their own needs and goals are indeed being met AND they can be transparent about it without reproach!
- An important part in creating a Career Lattice culture is managerial capability in having career conversations. Managers are often skilled in discussing performance issues, however career conversations are entirely separate from performance, and should be treated as so. Up-skill your leaders to have good quality career conversations on a regular basis, not just when an employee hints that they are thinking of leaving.
- Feel the fear and do it anyway. The majority of managers may initially baulk at the idea of a having career conversations which could lead to the employee leaving their own team to move in the organsiation. However, by encouraging the view that staff are a company asset rather than purely a member of any one team may aide in a thinking shift. At Career Analysts, a key message in our training to managers is that their employees are on LOAN to them by the organisation – and they have to return them to the organisation with interest (e.g. more skilled and engaged than when you got them!).
- Encourage employee self awareness and create career ownership. Encourage each employee to be aware of the best type of environment they function in, the ways they prefer to work, their talents, interests, core values, and drivers, and opportunities for improvement. When they are aware of these things and have effective career conversations, they can begin the process of seeking ways to grow in their current roles and identify the next step in their path. Ask them to seek for areas where they see business needs and how their own needs could align to create a new opportunity for both parties!
- Inform employees of successful Career Lattice moves and potential moves they could be making themselves. People often find the stories of other employees’ career journeys and lattice moves to be thought provoking and inspiring. Endorse a Career Lattice culture by sharing these stories, and also work hard to inform your staff of all the roles, opportunities, and needs in the organisation so they can see with their own eyes the key areas of the business they could work in themselves one day. Tell them about lesser known areas of the business as well as the more common ones, and be transparent in communicating the future vision and needs of the organisation too.
Some organisations have done this with our online careerCENTRE, talent programmes and/or via the company intranet where you can literally show staff about the entire workings of the company, previous career journeys taken, and opportunities for the future at the click of a button. A very simple approach can deliver huge value to your employees, helping them to map their career dreams and goals to the opportunities in your organisation. Regardless of the size of your organisation, work out a way to understand and leverage the talents and career drivers of your staff, and inform them about the business so you can best meet each others’ needs.
So, over to you for some reflection time now- Is your organisation in need of a career development facelift?
Put your ear to the ground and find out more about how careers are viewed and discussed in your organisation. Find out what people really want. Explore approaches like the Career Lattice and speak with those people who have seen it succeed (or even fail) in their experiences to really understand if this approach could work in your organisation and how to go about implementing it. Or leverage our experience, online tools and career expertise.
Talk to Career Analysts about our successful internal career initiatives and how you can introduce cost effective and high value programmes in your workplace. Call us today on 0800 TALENT or firstname.lastname@example.org
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Let's Talk About Your Career Vision
by Debbie Schultz
I clearly remember being asked the question, and sitting there speechless. I was down to the last two candidates for a graduate role and in my third interview. It was just me and General Manager of the prospective company. I had 15 minutes to impress him. His first question caught me out. “ So Debbie, what do you want to be 5 or 10 years from now?” 10 years from now? I had no idea. Granted this interview took place in my early 20’s so I could be forgiven for being slightly more short-term focused. However that question (and my lack of credible response) stuck in my mind. Since then I have worked at thinking longer term and creating a picture for my future self. Anyone who wants to be successful should know something about where they would like to be in 5 or even 10 years time.
Admittedly vision is a word that is usually associated with corporate organisations or compelling leaders, and not something we regularly consider setting for ourselves. However a great career vision of what you want your life to look like in 3 to 5 years time, will give you clarity, energy and excitement.
Many of us however may struggle with the mechanics of how to do this, below are a list of ideas compiled through great conversations we have had recently with those we coach, and workshop participants:-
How do YOU define success?
Do you fall into the trap of defining success based on what others deem to be successful? Such as a promotion, higher pay or increased status? These are all legitimate definitions of success but are they YOUR definition? A personal vision is personal to you; it’s about what you want your life to look life in the future. Your whole life too, not just your work life. Success for you in 5 years time may be a fulfilling and active retirement, it may be part-time hours, and it may be gaining more specialised skills in your industry.
It’s NOT about a Job Role
Don’t get stuck thinking that a personal vision has to involve nominating a job title for 3 – 5 years time. Take a more holistic approach, I like to ask my clients, if I was to phone you up in 5 years time....
- What kind of work environment would you like to be working in?
- What kind of people would you like to be surrounded by?
- What projects would you like to be working on?
- What skills would you like to have mastered and be using?
- What kind if things would you like your co-workers to say about your talents?
These kinds of questions often help people to “unblock” other ideas about their personal vision. Here is an example of a vision that is more than just a job tile:-
“To be an inspiring leader contributing at executive level, coaching and motivating a team of senior, professional people to reach their own personal and business goals.”
Do it YOUR way.
There are many different ways to put together a vision, and it certainly does not have to take a long time. Here are some ideas that coaches I work with have suggested. Consider a vision board. If you are a visual person (like me!), then chances are a piece of paper with lines won’t inspire you much, so here are some other ideas:-
- Mind map your vision on coloured paper
- Cut images and words out of magazines that grab your attention and encapsulate a part of your future self
- Draw pictures, diagrams with pens/felt tips that capture your vision
- Consider vision cards, these are a set of cards similar to a deck of cards, but each card has a different image on it, these can be used to help your think creatively (contact us for more information on obtaining these).
Remember it’s not set in STONE
There is absolutely nothing wrong with setting a vision and then changing it in 12 months time. Just setting one new will give you motivation and determination to make changes in your life, if you find through those changes your long term vision is not right, change it.
It’s such a BIG question to answer..
Yes, but it’s easier than you think. During coaching sessions or workshops, we often ask people to take a piece of paper and start collecting thoughts about their vision, it’s always interesting to see the look of concern when we start this exercise, yet it always amazes people how much they can capture about their future selves in 20 minutes! Go on try it. However having said that there are one or two of us who may really struggle putting something together with a 3-5 year timeframe. In that case focus on the next 12 months, then after a year try again with a longer horizon.
Visioning is always easier with a high level of self awareness around what you good at, what interests you, what motivates you and what your work values are. Our online tools enable our people to tap into these areas in order to write a compelling vision.
Having a coach work with you to successfully articulate your big picture, and then work with you to set a 12 months goals, milestones and an action plan, is a huge help for many people.
Click image to view.
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online careerCENTRE Showcase:
Career Drivers Analysis
In each newsletter we will be highlighting a feature recently released on the online careerCENTRE. This issue, we showcase the Career Drivers Analysis reporting available in the Reporting tab of the online careerCENTRE.
You can use this tool to view a summary of the TALENTS, VALUES, MOTIVATORS and PREFERENCES at an organisational level or for specific demographics e.g. Business Unit, Gender, Location etc.
Below you will see an example report for organisation ABC and the top 5 values for their Marketing dept.
# Of People Ranking This Value In Their Most Valued Column
Be seen as well-informed or as an expert or knowledgeable in a given field. Have the respect of others for the work you do.
Having responsibility for performance, duty, tasks or professionalism
Location / environment
Having work that is well located and/or that provides the right environment for you
Seeing tangible outcomes for your efforts, having a link between performance and rewards
Having high standards and a commitment to quality
How to use this report:
Career values are values of importance specific to the workplace and often represent how people want to spend their work time.
Questions to interpret the below:
- Are there opportunities to live these values present in the organisation's work environment?
- Are these values in line with the roles and responsibilities of this group?
- Is living the values below rewarded within the organisation? Can managers create opportunities to recognize their staff based on the below?
- How would the below contribute to the organisation reaching organizational goals?
How to access this report:
Access the report by logging into the online careerCENTRE's customisation site. Click on the REPORTS tab once you have logged in and scroll to the Analysis Report section, click the down arrow and either run a report for the whole organisation by clicking on SELECT ALL or specify your demographics.
If you are a business unit manager in the organisation you may require the assistance of your HR or People Development department to access these reports.
Please call us at anytime if you require any assistance with this feature.
If you would like more information about the online careerCENTRE and for a FREE demo call us today on 0800 TALENT or email email@example.com
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Career Analysts Career Coach Training:
1-Day Career Transition Workshop
ONLY 4 PLACES LEFT
DON'T MISS OUT - BOOK TODAY!
Thu 30 June
9am to 4pm
$950 + GST per person
By booking & confirming
by 1st June!
Change is often difficult for both organizations and staff, particularly in times of restructuring, mergers and down-sizing.
This one day programme is suitable for HR practitioners and coaches working with individuals going through change, particularly when the change results in roles becoming disestablished.
Key topics include:
The changing world of work
Develop key change management and outplacement coaching skills to assist people during times of change and transition
Principles of change and managing different responses to change
The basics of outplacement
Key components of an outplacement programme
Customising programmes to suit individual needs
To book your place, call 0800 TALENT or email firstname.lastname@example.org.
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