Professor Yehuda Baruch UEA Norwich

1. Managing careers to win the war for talent: Innovative career models for a variety of organizational contexts Professor Yehuda Baruch UEA Norwich

2. Our people • “Our people are our most important asset” • The cliché that reflect truism BUT • Do they really believe in it? And if so, • What should organizations do about it?

3. Careers in organizational contexts ‘Career’: “a process of development of the employee along a path of experience and jobs in one or more organizations” (Baruch & Rosenstein, 1992)

4. Change : the span and pace • The Boundaryless Career (Arthur, 1994) • New Deals (Herriot & Pemberton, 1995) • The Protean Career (Hall, 1996; Hall & Moss, 1998) • The Intelligent Career (Arthur et al., 1995; Jones &Defillippi 1996) • The Post-corporate Career (Peiperl & Baruch 1997)

5. Present trends • Rationalising • Delayering • Downsizing • Rightsizing • Flattening • Restructuring • Shaping up for the future

6. Boundaryless Organization: Vertical Horizontal External Geographical Boundaryless Career: Demolition of old structure Multidirectional paths and system Holistic system Global system The boundaryless career

7. Psychological contract • "The unspoken promise, not to be present in the small print of employment contract, of what employer gives, and what employees give in return" • An exchange transaction • Stronger than the legal • Changed with the new system

8. The old deal was: employee offer: loyalty, conformity, commitment; employer offer security of employment, career prospects, training and development and care in trouble. The new deal is: employee offer long hours, added responsibility, broader skills, and tolerance of change and ambiguity; employer offer high pay, reward for performance, and above all, having a job New Deals Herriot and Pemberton 1995

9. New Psychological contracts • The breaking of old notion of careers • A transition or transformation of relationships • Not always welcomed by employees • Reality rather than rhetoric

10. Individual careers • A life journey • Search for identity • Source of: • Extrinsic (e.g. Income) • Intrinsic (e.g. Meaning) • Much more

11. Organizational careers • The landscape for the journey • The playground for the game • The system where careers occur

12. Trends from the 1990s • From climbing the organizational ladder to a new fluid and dynamic system. • The individual as the new ‘owner’ of career. Thus • The war for talent spread • The front-line is unclear

13. Intelligent careersDeFillippi & Arthur (1994); Arthur, Claman & DeFillippi (1995) • Knowing Why – values, attitudes, internal needs (motivation) identity • Knowing How – competencies: skills, expertise, capabilities; Tacit & explicit knowledge • Knowing Whom – networking, connections, relationships

14. Intelligent careers (developed)Jones & DeFillippi (1996) • Knowing What – opportunities, threats • Knowing Where – entering, training, advancing • Knowing When – timing of choices and activities

15. The Post-corporate Career • From individual and relationship perspective • To organizational and system perspective

19. Career anchors Schein, 1978; 1985 • the perceived abilities, values, attitudes and motives people have • determine career aspiration and direction. • These guide, constrain, stabilise, reinforce and develop people’s career

20. Derr’s (1986) five measures for career success • Getting ahead: Motivation derives from need to advance on both professional stand and the organizational ladder. • Getting secure: Having a solid position within the organization. • Getting high: Being inspired by the nature and content of the work performed. • Getting free: Motivated by need for autonomy and ability to create own work environment. • Getting balanced: Attaching equal or grater value on non-work interests.

21. The protean career (Hall, 1976, 1998) • “The protean career is a process which the person, not the organization, is managing. It consists of all the person’s varied experience in education, training, work in several organizations, changes in occupational field, etc…The protean person’s own personal career choices and search for self-fulfilment are the unifying or integrative elements in his or her life”. (Hall 1976: p. 201).

22. The Protean Career • the person, not the organization manage itcareer age, not chronological age • self directed, continuous learning • new success dimensions

23. Organizational Career Systems • Traditional • structural related • control mechanism • mostly – retaining talent • Current • war for talent • reflecting socio, techno, economic changes • include releasing talent • Futurist • virtual careers

24. Organizational Career Systems • Challenge of integration • Challenge of responsiveness • Challenge of pro-activity • Challenge of managing dynamic system

25. Career system and career anchors • the organization needs to recognise those abilities, values, attitudes and motives, and subsequent career aspiration • the organization needs to provide direction, offer options, support and monitor and develop people’s career

26. Career systems and career success • The organization need to provide options for the variety of: • Getting ahead • Getting secure • Getting high • Getting free • Getting balanced • The organization need to realise that different people need different options

27. Career systems and the Protean Career • How to share career management with the individuals • How to align self direction with organizational needs • How to enable continuous learning • How to integrate new success dimensions into the system

28. Career systems and Intelligent careers • Knowing Why – understanding values • Knowing How – managing competencies • Knowing Whom – developing networks • Knowing What – opportunities, threats • Knowing Where – (where you want them) • Knowing When – timing

29. Competitive advantage and redundancy • Labour costs are usually the major organizational costs • They may be manipulated for management of numerical flexibility • The ‘cutting-fat’ metaphor is appealing • Short term financial performance tend to improve following redundancy BUT in long term • Financial performance deteriorate • The ‘Survivor Syndrome’ persists

30. Organizational Strategy Highly developed Developed Exists No strategy HRM Strategy Highly developed Developed Exists No strategy Need for strategic alignment

31. Example of a strategy - Outsourcing • Strategic response • Flexible management • Focus on core operation, building on strength competence • Letting others do what they can do best

32. Trends • Employability- a new deal? • The Desert Generation? • Not really  • But…

33. The academic career model (Baruch & Hall, JVB, 2003) psychological contracts and career systems in academia resemble new psychological contracts professional challenge learning environment social status professional development self-management (autonomy) and flexibility networking within and across organizations

34. The academic career model cont. career advancement is subject to performance rather than tenure career is self-initiated, self-managed a very flat hierarchy BUT characterized by stability, long-term employment relationships (tenure track), job security, and rigid structure rare cross-functional moves

35. Individual Implications: • Individual careers: • More self managed • Short term planning • Individual advice: • Count on yourself • Expect the unexpected  • Be resilient • Think the unthinkable

36. Institutional Implications: • Organizational careers • Functional and managerial flexibility • Proactivity • Exploring alternative models • Organizational advice: • Give up control • Provide support  • Invest in people  • Think the unthinkable

37. National Implications: • Changing nature of society and economy • New labour markets • Global systems