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| Editorial |
| Over the last few years we have been working with organisations to design flexible career management systems that build organisational commitment and capability. In designing these systems and developing the skills of career coaches we have considered varied influences on the 'psychological contract' or the inferred agreement with the employer. |
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| Three of those influences are: |
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The increased 'externality' of the workforce such as contractors, part time and casual workers |
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The tighter labour market for graduate careers mixed with the increasing embrace of a portfolio career |
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The ageing work force and state superannuation systems that will penalise workers who remain within state government employment after the youthful age of 55! |
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| BIS Shrapnel's long term forecasts of economic growth released on 21 January 2002 has pointed to the acceleration of ageing of the workforce such that workforce growth is slowing from a current figure of around 180,000 per year to 140,000 over the next decade to 60,000 over the following five years to zero in the late 2020s. The study authors recommend enhancement of the skills of the older workforce and the opening up of options for flexible employment and phased retirement. There will be a smaller pool of younger, recently educated people to recruit from, in the future. |
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| Professor Encel’s report 'Age Can Work' prepared for the ACTU and the Business Council of Australia in April 2003 noted that 1 in 3 Australians aged 45 – 64 is not employed and faces significant problems in regaining employment. Apart from changes in retirement income policies Encel points to the need to change community perspectives on the value that a mature workforce provides. |
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| The combination of these three influences increase the need to invest in career planning and management by both organisations and individuals. It has been long acknowledged that we will have several careers in our life-time and this has significant implications for knowledge management. How can organisations manage the tacit knowledge held by all individuals? How can people make transitions that build on the intellectual capital that they can market? |
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| Developing competency frameworks that broad band careers to foster enrichment, over a varied working life, provides opportunities for greater connection within the workplace community. This sense of connection is achieved as the barriers between groups based on qualification or history are reduced and the focus on competence and outcomes is increased. These are some of the strategies that we assist organisations to develop as a response to the changing global employment market place. |
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| The Career Coaching programs focus on developing a global mindset that is skilled in reframing barriers to become opportunities while our Career Planning workshops are supported by career technology that opens opportunities for reflection and gains feedback on forward plans. |
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| This newsletter covers a number of stories on how career development and management affect engagement and commitment to the organisation. |
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| Rosemary Bishop |
| Managing Director |
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| Interdependent News |
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| Coaching for Career Development |
| Over the last few years we have been working with organisations to design flexible career management systems that build organisational commitment and capability. In designing these systems and developing the skills of career coaches we have considered varied influences on the 'psychological contract' or the inferred agreement with the employer. |
|
| Three of those influences are: |
|
|
The increased 'externality' of the workforce such as contractors, part time and casual workers |
|
|
The tighter labour market for graduate careers mixed with the increasing embrace of a portfolio career |
|
|
The ageing work force and state superannuation systems that will penalise workers who remain within state government employment after the youthful age of 55! |
|
| BIS Shrapnel's long term forecasts of economic growth released on 21 January 2002 has pointed to the acceleration of ageing of the workforce such that workforce growth is slowing from a current figure of around 180,000 per year to 140,000 over the next decade to 60,000 over the following five years to zero in the late 2020s. The study authors recommend enhancement of the skills of the older workforce and the opening up of options for flexible employment and phased retirement. There will be a smaller pool of younger, recently educated people to recruit from, in the future. |
|
| Professor Encel’s report 'Age Can Work' prepared for the ACTU and the Business Council of Australia in April 2003 noted that 1 in 3 Australians aged 45 – 64 is not employed and faces significant problems in regaining employment. Apart from changes in retirement income policies Encel points to the need to change community perspectives on the value that a mature workforce provides. |
|
| The combination of these three influences increase the need to invest in career planning and management by both organisations and individuals. It has been long acknowledged that we will have several careers in our life-time and this has significant implications for knowledge management. How can organisations manage the tacit knowledge held by all individuals? How can people make transitions that build on the intellectual capital that they can market? |
|
| Developing competency frameworks that broad band careers to foster enrichment, over a varied working life, provides opportunities for greater connection within the workplace community. This sense of connection is achieved as the barriers between groups based on qualification or history are reduced and the focus on competence and outcomes is increased. These are some of the strategies that we assist organisations to develop as a response to the changing global employment market place. |
|
| The Career Coaching programs focus on developing a global mindset that is skilled in reframing barriers to become opportunities while our Career Planning workshops are supported by career technology that opens opportunities for reflection and gains feedback on forward plans. |
|
| This newsletter covers a number of stories on how career development and management affect engagement and commitment to the organisation. |
|
|
| Rosemary Bishop |
| Managing Director |
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Creating Community
- Value, respect and reward |
| How do you engage newcomers to your work community? Does your orientation and induction process provide clear guidance on who to know and how to get information? Click here to view some very simple practices that performing organisations are using to build their community. |
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Career Management Online
- Your career is in your hands |
| CSIRO has recently implemented the Careers Management Online system that we developed with them. CSIRO had conducted a benchmarking exercise by looking at 13 organisations, focusing on those that had a strong research and development function. The list included Microsoft, 3M and Proctor & Gamble. Many of these organisations had developed online systems to provide career support to their staff. CSIRO wanted a system that supported career coaching and that allowed a clear definition between private and public space so that trust in the process developed. Click here for more information. |
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| One Stop Career Support System |
| This simple web based system is being designed in response to client requests for a simple tool to access career support material and access career management training. This site is a simple low cost option for organisations seeking to enhance their career support services quickly and efficiently. For more information email Rosemary Bishop. |
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| Graduate Development Online for the Roads and Traffic Authority |
| The RTA is increasing its graduate development intake and required an online system that enables graduates to easily rotate between positions and develop learning contract that enable them to meet agreed project goals. |
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| Articles |
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| High Performing Workplace Communities |
| In this item Francis Hesselbein (1998) describes the characteristics of high performing organisational communities. |
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Client Snapshot:
- Career Development at Energy Australia |
| Energy Australia has taken a targeted approach to career management by developing competency frameworks that meet the current and future requirements of the business. |
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