Attracting and Retaining Talent: Becoming and Employer of Choice


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There is a lot of misleading information about becoming an employer of choice. An employer of choice is about creating an organizational culture that meets the changing needs and interests of employees and organizations.

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Attracting and Retaining Talent: Becoming and Employer of Choice

  1. 1. Attracting and Retaining Talent Becoming an Employer of Choice Dr Tim Baker
  2. 2. Understand that an employer of choice is about changing the employment relationship. Aims & Objectives Identify a framework for changing the employment relationship in their organisations. Consider several ways of changing the workplace culture to become an employer of choice.
  3. 3. An employer of choice is a great place to work; it reflects the changing needs and interests of employees and organisations
  4. 4. Why is becoming an employer of choice important? It is about creating a workplace culture that is likely to attract and retain top talent
  5. 5. Psychological Contract Individual Organisation I offer The organisation expects I expect The organisation offers
  6. 6. The Changing Employment Relationship Values 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 Commitmen t Learning & Development Loyalty Training Closed Information Open Information Baker, T. B. (2014). “Attracting and Retaining Talent: Becoming and Employer of Choice”
  7. 7. New Employment Relationship Model Values Flexible Deployment Customer Focus Performance Focus Project-Based Work Human Spirit & Work Commitment Learning & Development Corresponding Mindsets Employee Willingness to work in a variety of organisational roles & settings. Serve the customer before your manager. Employer Encourage employees to work in other organisational roles. Provide information, skills & incentives to focus externally. Focus on what you do, not where Link rewards and benefits with you work. performance rather than organisational dependency. Accept yourself as a projectStructure work around projects based worker rather than a rather than organisational functional-based employee. Valuing work that is meaningful. functions. Provide work (wherever possible) that is meaningful. Commit to assisting the organisational achieve its outcomes. Commit to lifelong learning. Commit to assisting employees to achieve their personal objectives. Willing to show enterprise and initiative. Providing employees with access to a wide range of information. Open Information Enter into a partnership for employee development.
  8. 8. Changing Needs of Employees 20th Century • • • • • • • • Job security Technical capacity Jobs Functional work Careers Long-term loyalty Qualifications Reliability 21st Century • • • • • • • • Employability Communication capacity Roles Cross functional work Meaningful work Short-term commitment Lifelong learning Enterprise
  9. 9. Changing Needs of Employers 20th Century • • • • • • • • Stability Quality assurance Clearly defined jobs Hierarchy Career paths Loyal workforce Qualified staff Compliance 21st Century • • • • • • • • Manoeuvrability Customer responsiveness Clearly defined performance indicators Malleability Engagement Committed workforce Learning organisation Initiative
  10. 10. Does the HRD industry have a future?
  11. 11. Value of Flexible Deployment
  12. 12. Value of Customer Focus
  13. 13. Value of Performance Focus Convert Job descriptions to role descriptions
  14. 14. The Work People Do Job Tasks Non-job Tasks Team role Technical skills Innovation & Continuous Career role Improvement role SOURCE: The End of the Performance Review
  15. 15. Value of Project Based Work
  16. 16. Value of Human Spirit and Work
  17. 17. Value of Commitment • Desire: identify with the goals of the organization • Cost: it is too costly to leave • Obligation: I feel a sense of attachment due to obligation Meyer & Allen, 1991
  18. 18. Value of Learning & Development Problem-centred approach Technical-centred approach Person-centred approach
  19. 19. Value of Open Information I want employees to show more initiative Manager I want to think for myself I will have to make the decision I will just follow my manager’s direction Employee
  20. 20. Corporate Culture Change Cycle
  21. 21. 20% off the price Normally $35 plus postage You get my new book for $28 plus postage!! Send me an email by 12 midnight tonight