the new employment relationship
TRANSCRIPT
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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
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Aims & Objectives
Learn how to benchmark their organisation against the New Employment Relationship
Apply practical strategies to assist their organisation become an employer of choice
Understand the eight values supporting an employer of choice
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An employer of choice
is a great place to work; it reflects the changing
needs and interests of
employees and organisations
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Why is becoming an employer of choice important?
It is about creating a workplace culture
that is likely to attract and retain top talent
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Psychological ContractPsychological Contract
Individual Organisation
I offer
I expect
The organisation
expects
Theorganisation
offers
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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
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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
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The Changing Employment Relationship Values
Baker, T. B. (2014). “Attracting and Retaining Talent: Becoming and Employer of Choice”
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 Commitment
TrainingLearning & Development
Closed Information Open Information
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New Employment Relationship Model
ValuesCorresponding 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.
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Does the HRD industry have a future?
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Value of Flexible Deployment
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Value of Customer Focus
Clear roles, responsibilities & priorities
Rewards & incentives for customer-focused behaviour
CRM system
Training
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Value of Performance Focus
Convert Job descriptions to role
descriptions
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The Work People Do
Job Tasks Non-job Tasks
Technical skillsTeam 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
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Value of Project Based Work
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Value of Human Spirit and Work
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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
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Value of Learning & Development
Technical-centred approach
Person-centred approach
Problem-centred approach
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Value of Open Information
Manager Employee
I want employees to show more initiative
I want to think for myself
I will have to make the decision
I will just follow my manager’s direction
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Corporate Culture Change Cycle
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