171003 ECU Beyond Recruitment
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A presentation delivered to Edith Cowan University students taking the unit, Attracting and Retaining People. It: * introduced the BlessingWhite X Model of Engagement, a simple way to explain engagement to executives, managers, and employees; * emphasised research findings on effective conduct of career discussions; and * recognised the importance to employer and employee of managing departures with dignity * outlined processes undertaken at departure notification events when career transition services are deployed
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171003 ECU Beyond Recruitment
- 1. Barry J Horne Executive Career Coaching M: (0425) 308 625 ECU MAN6702 E: barryjh@amnet.net.au October 2017 L: Linkedin.com/in/barryhorne Career development is an ongoing process of career and life exploration, decision making, planning, action and review. It involves self and process management. and enterprise Employability Goal setting Judy Denham, July 2004 exploration/ alignment Opportunity Action planning Self marketing (Do) (Discover) (Decide) (Review) Performance and satisfaction review skill development Selfa nd relationship m a nagement Careerp ractitioners facilitate ongoing career deve lopment Self and s ocial awarenes s Contextual &
- 2. Engagement Career Discussions Career Transition (Outplacement)
- 4. The Most Effective Career Discussion I Have Ever Experienced… Was with a Person who was a <Relationship> Happened in the Context of <Circumstance> Involved that Person Demonstrating the following Positive Behaviours: ◦ ◦ ◦ Had the following Positive Impacts on My Career: ◦ ◦ ◦ Horne (2017)
- 5. National Institute for Career Education and Counselling (UK) Project 5 Major Employing Organisations Employees Referred to Research Team Effectiveness Based on Perceived Value to Employee 250 Specific Career Conversations Investigated 162 (65%) Positive Conversations Reported 118 Receivers and 33 Givers of Career Support Hirsh et al (2001)
- 8. Displays Real Interest in Employee Demonstrates Insight Enthuses and Positive Provides Constructive Challenge/Advice Uses Facilitative Interpersonal Skills Gives Information Offers Honest Feedback (Skills, Potential) Shares Networks Manages Session NB: Non-Directive, Counselling Behaviours Insufficient ! Hirsh et al (2001)
- 9. 65 61 53 51 35 25 25 22 22 14 11 4 0 10 20 30 40 50 60 70 Clearer Future Direction Increased Self Insight Career Opportunity Information Positive Feeling Job Move Ongoing Dialogue with Organisation Political Awareness Development Opportunities Increased Career Skills Contacts Retention Secondment Impacts of Positive Discussions (Cited %)
- 10. Don’t Rely on Formal Appraisal: Overloaded Process, Short-Term Performance Focus Motivated Bottom Line: Impact Engagement by Attending to Real Employee Concerns re Future Hirsh et al (2001)
- 11. Build Off-Line Options (e.g. External, Impartial Coaches): Especially if… ◦ Line Management Weak on People Management ◦ Organisation is Turbulent ◦ Individuals Have Deep-Seated Work Problems Encourage Informal Mentoring and Career Discussions: Train Givers and Receivers of Career Discussion Support! Hirsh et al (2001)
- 12. Careers Managed at Changing Interface Between Employee and Organisation’s Opportunity Structure Jobs for Life, Dead! Turbulent, White Water Workplaces Organisational Change, Restructuring, and Reengineering “Normal” High Probability of Retrenchment / Role Redundancy Across Employee Career Anticipating, Preparing for, and Dealing with Role Redundancy Events are Critical Skills for Employees, Managers, and HR Professionals Horne (2017)
- 13. Strategic Business Decision Affected Divisions, Teams, Employees Identified Industrial Relations, Consultation Periods Communications Packages Developed Indicative Termination Payments Determined Inexperienced Managers Coached on Conducting Notification Meetings Notification Meeting Logistics Established (including Decisions re Onsite Employee Assistance Program Counsellor and Career Transition Coach Support) Horne (2017)
- 14. Objectivity re Communications Strategy and Notification Planning Coach and Debrief Line Managers and HR Professionals Provide Emotional Support to Affected Employees (Duty of Care) Maintain Future Working Relationship with Departing Employee Minimise Risk of Industrial Action and Unfair Dismissal Litigation Avoid Adverse Media Scrutiny Provide Employee with Scope to Leave with Dignity Sponsor Career Coaching Programs to Help Secure Next Opportunity Horne (2017)
- 15. Assess Emotional State, Offer Support Encourage Saying Behaviour; Ask Open-ended Questions; Identify Whether Expected Outcome Frame Program Support Stress Independence; Indicate Program Sponsored; No Cost Outline Career Transition Program (with Permission) Emphasise 1:1 Support, Partnering and Coaching, Help with Career Decision-Making, and Update of Resume Emphasise Reputation Management Retain Dignity; Maintain Built Relationships (e.g. Reliance on Colleagues as Referees); Communications to Organisation and Market Horne (2017)
- 16. Explore Relationships Partner/Spouse (Potential Reactions, Program Involvement); Departure Statement Scripting (3F Model) Raise Financial Entitlements Check Statements; Promote Independent Financial Advice Manage Departure Processes Immediate – Contact Partner/Spouse; Company Property; Security/IT Privileges; Personal Belongings; Escort; Destination; Travel Logistics; Support at Destination; Follow-up Call (Duty of Care) Delayed – Expectations re Balance of Day, Later Return to Work Horne (2017)
- 17. Horne (2017)
- 18. Horne (2017) Levels of Anticipation/Career Management Proactivity Important: Notification Day Reactions Pace of Emotional Adjustment Demands on Career Transition Program Support Length of Time to Secure Next Position
- 19. Objectives Rapport Building Understanding of Service (Free, Confidential, Reporting Processes) Explain Typical Stages of Full Career Transition Process Environmental Scan Check Emotions (Participant, Significant Others) Events Since Notification Family Circumstances Financial Imperatives Career Ideas Concerns/Barriers Time Constraints Resume Status Horne (2017)
- 20. Participant Priorities Pressing, Immediate Issues Clarity re Career Direction Multiple, Parallel Agendas Agree on Key Priorities Job Search Strategy Overview Contracting Stress Mutual Expectations Between Sessions Bring Resources to Bear for Client Agree Immediate Actions to Progress Client Agenda Schedule Next Meeting Horne (2017)
- 21. Scan Environment Know Your Product Research Potential Markets Determine Campaign Success Criteria / Target Markets Develop Marketing Strategy Design Marketing Collateral Implement Strategy and Tactics Review Progress Horne (2017)
- 23. Career Transition Career Direction ACT Inc (2016)
- 25. Provide Direct Career Support Procure Career Specialists and Interventions (Executive Coaches, Career Coaches, Outplacement Consultants) Build Capability of Managers and Employees to Conduct Range of Effective Discussions (Performance, Engagement, Career, and Notification)
- 26. ACT Inc (2016). World of Work Map http://www.act.org/content/dam/act/unsecured/multimedia/wwmap/world.html BlessingWhite Inc (2011). Employee Engagement Report – Beyond the numbers: A practical approach for individuals, managers and executives. Denham, J (2003, 2004). Employability and Enterprise Skills (CDE5123) Unit. Edith Cowan University Hirsh W, Jackson, C, Kidd, J (2001). Straight Talking: Effective Career Discussions at Work. https://secure.toolkitfiles.co.uk/clients/29820/sitedata/Branded%20Publications/straig httalkingeffective.pdf Patton W & McMahon M (1999, 2006). Career Development and Systems Theory: A New Relationship. Brooks/Cole