The document discusses the evolving employment relationship and the importance of becoming an 'employer of choice' to attract and retain top talent. It outlines the changing needs of employees and employers from the 20th to the 21st century, emphasizing a shift from stability and loyalty to flexibility, customer focus, and meaningful work. The document provides strategies for organizations to adapt to these changes by fostering a culture of learning, open information, and performance-based rewards.

1. The New Employment Relationship:
Its Implications for Performance
Dr Tim Baker
www.winnersatwork.com.au
QLD Performance and Reward Network forum
- Brisbane, Tuesday 18 Nov 2014

2. Understand the eight values supporting an employer of choice
Aims &
Objectives
Apply practical strategies to assist their organisation become an
employer of choice
Learn how to benchmark their organisation against the New
Employment Relationship

3. An
employer of choice
is a great place to work;
it reflects the changing
needs and interests
of
employees and
organisations

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. PPssyycchhoollooggiiccaall CCoonnttrraacctt
Individual Organisation
I offer
I expect
The
organisation
expects
The
organisation
offers

6. Changing Needs of Employees
20th Century 21st Century
• 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

7. Changing Needs of Employers
20th Century 21st Century
• 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

8. 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
Loyalty Commitmen
t
Training Learning & Development
Closed Information Open Information
Baker, T. B. (2014). “Attracting and Retaining Talent: Becoming and Employer of
Choice”

10. New Employment Relationship Model
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.
 S erve 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.

11. Does the HRD industry have a future?

12. Value of Flexible Deployment

13. Value of Customer Focus
Clear roles, responsibilities &
priorities
Rewards & incentives for
customer-focused behaviour
CRM system
Training

14. Value of Performance Focus
Convert Job
descriptions to role
descriptions

15. The Work People Do
Job Tasks Non-job Tasks
Technical skills
Team role
Career role
Innovation &
Continuous
Improvement role
SOURCE: Baker, T. B. (2013) The End of the Performance Review: A New Approach to Appraising
Employee Performance

16. Value of Project Based Work

18. Value of Human Spirit and Work

19. 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

20. Value of Learning
& Development
Technical-centred approach
Problem-centred approach
Person-centred approach

21. Value of Open Information
I want employees to show more initiative
I want to think for myself
Manager Employee
I will have to make the decision
I will just follow my manager’s direction

22. Corporate Culture Change Cycle

23. 20% off the price
Normally $35 plus postage
You get my new book
signed for $28 signed plus
postage!!
Send me an email
tim@winnersatwork.com.au
by 12 midnight tonight