Trish Frick, 2007
Dec 10, 2015
Trish Frick, 2007
Trish Frick, 2007
* Boomers – vinyl, calculators, briefcases > live to work
* Gen X - CDs, computers, backpacks > work to live
* Gen Y / Z – iPods, PDAs, pockets > work to play
Trish Frick, 2007
1. Wealth and health > security and lifestyle
2. Talent and experience > support and recognition
3. Work / life balance > opportunity and flexibility
Trish Frick, 2007
Young or not-so-youngAnglo or IndigenousRural or cityWar-torn village or suburbiaTertiary or tradeSingle or coupled
Trish Frick, 2007
1. Changing nature of ‘work’ – industrial flexibility and the “hyphenated worker”
2. Changing working population – ageing; generations; skills shortages; work / life balance
3. Changing employer responses – ‘employer of choice’ >; ‘talent’ attraction and retention
4. Changing career pathways – “patchwork”; transferable skills
Trish Frick, 2007
1. Customised qualifications
2. Scholarships and sponsorships
3. Training and coaching
4. More roles at all levels
Trish Frick, 2007
* Focus on experienced staff?* Permanency?* Learning and development? * Flexible working conditions?* Multiple career options in-house?* Talent management?* Learning is work?
Trish Frick, 2007
1. If work in the 21st Century is unstable – how can job mobility and flexibility create stability?
2. If everyone has unique needs and career goals – how can service standards be achieved with multiple career customisation?
3. If everyone has strengths and potential – how can basic competencies be improved with talent management?
4. If career pathways are ever-changing – how does workforce planning support career changes?
Trish Frick, 2007
Organisational Goals
Individual Goals
Organisations – responsible for organisational development – structure and culture > career-friendly and supportive managers collaborating with staff
talent management – competency and potential > ‘basics’ training and developing strengths
workforce management – planning for today and tomorrow > developing learning and career strategies in response to both service and individual needs
Trish Frick, 2007
Organisational Goals
Individual Goals
Individuals – responsible forindividual development - developing job, learning and career skills
talent development – reflecting and engaging in strengthening and improving those skills
individual planning - developing individual learning and career plans
Trish Frick, 2007
1. Attraction + retention – improve manager’s skills/tools
2. Individual + organisational needs - build organisational ‘resilience’ and capability as much as the individual’s
3. Competence + potential – here and now performance and building career readiness
4. Job + career – multiple pathways
5. Day-to-day + planning for the future – problem solving current and future workforce issues
Trish Frick, 2007
Consolidation
Competency & Capability
Careers
Learning
Talent & Potential
Standards
Customisation
Transition
Pre-Employment
Foundation
Trish Frick, 2007
Consolidation
Competencies – can I do this job?
Capability – do I want to do this job?
•stages
•transferable
Learning and career development are competencies in their own right.
Transition
Pre-Employment
Foundation
Trish Frick, 2007
Consolidation
Careers –
•phases
•direction
•movement
•cross boundaries
Careers can be cyclical as one ‘trys on’ various roles and jobs.
Transition
Pre-Employment
Foundation
Trish Frick, 2007
Consolidation
Learning –
•blended
•preferences
•lifelong
•action / experiential
Certain modes of learning may be best suited to particular career phases and development stages.
Transition
Pre-Employment
Foundation
Trish Frick, 2007
Consolidation
Talent – today
•excellence
•passion
Potential – the future
•‘job fit’
•willingness to develop
‘Career readiness’ is a more accurate and inclusive approach to managing talent and potential.Transition
Pre-Employment
Foundation
Trish Frick, 2007
Consolidation
Standards –
•Performance
•satisfactory: ‘job ready’
•excellence: ‘job success’
•transitioning: ‘career ready’
•Learning
•who, when, what, how
Set for excellence as well as minimum competency. Transition
Pre-Employment
Foundation
Trish Frick, 2007
Consolidation
Customisation –
•learning options
•working conditions
•leave
•careers
Not always programming for individuals, but individualising programs.
Transition
Pre-Employment
Foundation
Trish Frick, 2007
Mobility is inevitable –
planning for and managing talent ‘flow’ is
the key!
Trish Frick, 2007
What licence do I need? (qualifications; skills)What roads do I take? (pathways)Is there a map to guide me? (guidance; planning)What car do I need? (systems)What fuel do I use? (culture; resourcing)Who can help me if I break down? (coaches; support)Are there detours if the road is blocked? (customisation)Where are the rest stops? (life balance; career breaks)Where are the ‘off ramps’? (exits; retirement)
Trish Frick, 2007
Organisation
IndividualPlanning (goals > data)
Talent (pathways >succession)
Learning (opportunities > flexible)
Standards (performance > capability)
Systems (values > culture)
Goals (aspirations)
Pathways (choice)
Opportunities (potential)
Performance (rewards)
Values (passion)
Trish Frick, 2007
1. Policy2. People
3. Programs4. Resources
5. Customisation
Trish Frick, 2007
1. Policy – communication > learning options and tools in all career phases
2. People – contribution > education partnerships
3. Programs – collaboration > targeted qualifications; dynamic pathways
4. Resources - co-ordination > cross-agency / industry 5. Customisation – consultation > accessibility
Trish Frick, 2007