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Attracting and
Retaining Talent:
Becoming an
Employer of
Choice
Dr Tim Baker
www.winnersatwork.com.au
Changing
World of
Work
Changing
Needs of
Employees
&
Employers
Speed is
critical for
success
8 Values Strategies
Changing World of Work
Longer working life and shorter working hours
 Retirement age will reach 70.
 By 2025 over 20% of people will be 65 and over
.
Career Diversity
 People will change employment more frequently
Growth Industries
 surveillance (self-monitoring & self-repair)
 distraction
 insurance
Government Influence will Decline
 More outsourcing of services
 The rise of the hyper nomads
 Consumer marketplace
Rise of the Independent-thinking Worker
 33% of the workforce are contingent & self-employed
 Yuk/Wow Generation
Role of Management
 Managers will be more involved in influencing and workplace culture
Changing Needs of Employees
• Job security
• Technical capacity
• Jobs
• Functional work
• Careers
• Long-term loyalty
• Qualifications
• Reliability
• Employability
• Communication capacity
• Roles
• Cross functional work
• Meaningful work
• Short-term commitment
• Lifelong learning
• Enterprise
20th Century 21st Century
Changing Needs of Employers
• Stability
• Quality assurance
• Clearly defined jobs
• Hierarchy
• Career paths
• Loyal workforce
• Qualified staff
• Compliance
• Manoeuvrability
• Customer responsiveness
• Clearly defined performance indicators
• Malleability
• Engagement
• Committed workforce
• Learning organisation
• Initiative
20th Century 21st Century
Psychological Contract
Individual Organisation
I offer
I expect
The
organisation
expects
The
organisation
offers
Functional
Relational
The Changing Employment Relationship Values
“Attracting and Retaining Talent” (Baker, 2009)
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
New Mindset Matrix
Values
Corresponding Mindsets
Employee Employer
Flexible Deployment
Customer Focus
Performance Focus
Project-Based Work
Human Spirit & Work
Commitment
Learning &
Development
Open Information
Willingness to work in a variety
of organisational roles & settings.
Serve the customer before your
manager.
Focus on what you do, not where
you work.
Accept yourself as a project-
based worker rather than a
functional-based employee.
Valuing work that is meaningful.
Commit to assisting the
organisational achieve its
outcomes.
Commit to lifelong learning.
Willing to show enterprise and
initiative.
Encourage employees to work in
other organisational roles.
Provide information, skills &
incentives to focus externally.
Link rewards and benefits with
performance rather than
organisational dependency.
Structure work around projects
rather than organisational
functions.
Provide work (wherever possible)
that is meaningful.
Commit to assisting employees to
achieve their personal objectives.
Enter into a partnership for
employee development.
Providing employees with access
to a wide range of information.
Flexible deployment
Customer focus
Performance focus
Project-based work
Human spirit & work
Commitment Learning and development
Open information
Multi-skilling
Job enlargement
Job enrichment
Job rotation
Role clarity
Career paths
CRM
Internal service
Spanning
Buffering
Bringing up boundaries
Team
Innovation
Career
Good working conditions
Matching interests
Finding meaning in work
8 Values
Production-cenred
Person-centred
Problem-centred
Wants
Cost
Obligation
Goal alignment
Commuication of
boundaries
Active accountability
Information sharing
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
tim@winnersatwork.com.au
www.winnersatwork.com.au

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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. Changing World of Work Changing Needs of Employees & Employers Speed is critical for success 8 Values Strategies
  • 3. Changing World of Work Longer working life and shorter working hours  Retirement age will reach 70.  By 2025 over 20% of people will be 65 and over . Career Diversity  People will change employment more frequently Growth Industries  surveillance (self-monitoring & self-repair)  distraction  insurance Government Influence will Decline  More outsourcing of services  The rise of the hyper nomads  Consumer marketplace Rise of the Independent-thinking Worker  33% of the workforce are contingent & self-employed  Yuk/Wow Generation Role of Management  Managers will be more involved in influencing and workplace culture
  • 4. Changing Needs of Employees • Job security • Technical capacity • Jobs • Functional work • Careers • Long-term loyalty • Qualifications • Reliability • Employability • Communication capacity • Roles • Cross functional work • Meaningful work • Short-term commitment • Lifelong learning • Enterprise 20th Century 21st Century
  • 5. Changing Needs of Employers • Stability • Quality assurance • Clearly defined jobs • Hierarchy • Career paths • Loyal workforce • Qualified staff • Compliance • Manoeuvrability • Customer responsiveness • Clearly defined performance indicators • Malleability • Engagement • Committed workforce • Learning organisation • Initiative 20th Century 21st Century
  • 6. Psychological Contract Individual Organisation I offer I expect The organisation expects The organisation offers Functional Relational
  • 7. The Changing Employment Relationship Values “Attracting and Retaining Talent” (Baker, 2009) 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. New Mindset Matrix Values Corresponding Mindsets Employee Employer Flexible Deployment Customer Focus Performance Focus Project-Based Work Human Spirit & Work Commitment Learning & Development Open Information Willingness to work in a variety of organisational roles & settings. Serve the customer before your manager. Focus on what you do, not where you work. Accept yourself as a project- based worker rather than a functional-based employee. Valuing work that is meaningful. Commit to assisting the organisational achieve its outcomes. Commit to lifelong learning. Willing to show enterprise and initiative. Encourage employees to work in other organisational roles. Provide information, skills & incentives to focus externally. Link rewards and benefits with performance rather than organisational dependency. Structure work around projects rather than organisational functions. Provide work (wherever possible) that is meaningful. Commit to assisting employees to achieve their personal objectives. Enter into a partnership for employee development. Providing employees with access to a wide range of information.
  • 10. Flexible deployment Customer focus Performance focus Project-based work Human spirit & work Commitment Learning and development Open information Multi-skilling Job enlargement Job enrichment Job rotation Role clarity Career paths CRM Internal service Spanning Buffering Bringing up boundaries Team Innovation Career Good working conditions Matching interests Finding meaning in work 8 Values Production-cenred Person-centred Problem-centred Wants Cost Obligation Goal alignment Commuication of boundaries Active accountability Information sharing
  • 11. 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
  • 12. Congruence Between the Three Organisational Perspectives
  • 13. Congruence Between the Three Organisational Perspectives