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Attracting and
Retaining Talent:
Becoming an
Employer of
Choice
Dr Tim Baker
www.winnersatwork.com.au
What is an
Employer of
Choice?
The Changing
Psychological
Contract
Speed is
critical for
success
Strategies to
Change the
Culture
Measuring
Culture
Why is becoming an employer of choice important?
It is about creating a
workplace culture
that is likely to
attract and retain top talent
The only rats that leave a sinking
ship are those that can swim
Psychological Contract
Individual Organisation
I offer
I expect
The
organisation
expects
The
organisation
offers
The Changing Employment Relationship Values
Baker, T. B. (2014). “Attracting and Retaining Talent: Becoming and Employer of Choice”
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
Loyalty Commitmen
t
Training
Learning & Development
Closed Information Open Information
Market
Processing
Recovery
Value of Flexible Deployment
Value of Performance Focus
Convert Job
descriptions to role
descriptions
Value of Project Based Work
Baker, T. B. (2014). “Attracting and Retaining
Talent: Becoming and Employer of Choice”
Baker, T. B. (2014). “Attracting and Retaining Talent:
Becoming and Employer of Choice”
Value of Learning
& Development
Technical-centred approach
Person-centred approach
Problem-centred approach
Value of Open Information
Manager Employee
I want employees to show more initiative
I want to think for myself
I will have to make the decision
I will just follow my manager’s direction
Corporate Culture Change Cycle
1.
Define
workplace
sample
2.
Administer
survey
3.
Analyse
results
4.
Create
project
team
5. Develop
team
6. Develop
strategies
7.
Implement
strategies
8.
Monitor
progress
Congruence Between the Three Organisational Perspectives
Congruence Between the Three Organisational Perspectives
Statistical Representation
Free Webinars
• Maximising Your Impact: Getting What You Want Ethically and Honestly (April)
• Performance Conversations that Make a Difference (May)
• Converting Job Descriptions to Role Descriptions for Better Performance (June)
• The 8 Performance Myths Holding Organisations Back from Optimal Performance (July)
• Building Trust and Performance Through a Culture of Conversation (August)
• The 4 Strategies for Maximising Influence (September)
• The Five Conversations Framework: A Highly Effective Alternative to the Performance
Review (October)
• Shifting from Performance Appraisal to Performance (November)
• Tools for Effective Feedback: Creating a Culture for Performance Improvement (December)
www.winnersatwork.com
au
tim@winnersatwork.com.au
www.winnersatwork.com.au
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

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Attracting and Retaining Talent: Becoming an Employer of Choice

  • 1. Attracting and Retaining Talent: Becoming an Employer of Choice Dr Tim Baker www.winnersatwork.com.au
  • 2. What is an Employer of Choice? The Changing Psychological Contract Speed is critical for success Strategies to Change the Culture Measuring Culture
  • 3.
  • 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. The only rats that leave a sinking ship are those that can swim
  • 6. Psychological Contract Individual Organisation I offer I expect The organisation expects The organisation offers
  • 7. The Changing Employment Relationship Values Baker, T. B. (2014). “Attracting and Retaining Talent: Becoming and Employer of Choice” 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 Loyalty Commitmen t Training Learning & Development Closed Information Open Information
  • 9. Value of Flexible Deployment
  • 10. Value of Performance Focus Convert Job descriptions to role descriptions
  • 11. Value of Project Based Work Baker, T. B. (2014). “Attracting and Retaining Talent: Becoming and Employer of Choice”
  • 12. Baker, T. B. (2014). “Attracting and Retaining Talent: Becoming and Employer of Choice”
  • 13. Value of Learning & Development Technical-centred approach Person-centred approach Problem-centred approach
  • 14. Value of Open Information Manager Employee I want employees to show more initiative I want to think for myself I will have to make the decision I will just follow my manager’s direction
  • 15. Corporate Culture Change Cycle 1. Define workplace sample 2. Administer survey 3. Analyse results 4. Create project team 5. Develop team 6. Develop strategies 7. Implement strategies 8. Monitor progress
  • 16. Congruence Between the Three Organisational Perspectives
  • 17. Congruence Between the Three Organisational Perspectives
  • 19. Free Webinars • Maximising Your Impact: Getting What You Want Ethically and Honestly (April) • Performance Conversations that Make a Difference (May) • Converting Job Descriptions to Role Descriptions for Better Performance (June) • The 8 Performance Myths Holding Organisations Back from Optimal Performance (July) • Building Trust and Performance Through a Culture of Conversation (August) • The 4 Strategies for Maximising Influence (September) • The Five Conversations Framework: A Highly Effective Alternative to the Performance Review (October) • Shifting from Performance Appraisal to Performance (November) • Tools for Effective Feedback: Creating a Culture for Performance Improvement (December) www.winnersatwork.com au
  • 20. tim@winnersatwork.com.au www.winnersatwork.com.au 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

Editor's Notes

  1. Google attracts 1,000,000 applications a year for 4,000 jobs. Exec Chairman Eric Schmidt says Google’s culture is their competiive advantage.
  2. Where is your organisation positioned against these eight values? Lot’ s of organisations are in flux between the old and new values.
  3. Flexible deployment is the capacity to use skills and capabilities in a variety of contexts.
  4. Job descriptions are a hangover from Frederick Taylor’s Scientific Management.
  5. Most charts are illustrated like this. It discourages cross-functional communication and cooperation.
  6. Project-based teams are a more realistic organising structure.
  7. One third of the budget on each. Tell the story of the five star hotel.
  8. Told on a need to know basis to oening up channels of communication.