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Trish Frick, 2007. * Boomers – vinyl, calculators, briefcases > live to work * Gen X - CDs, computers, backpacks > work to live * Gen Y / Z – iPods, PDAs,

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Presentation on theme: "Trish Frick, 2007. * Boomers – vinyl, calculators, briefcases > live to work * Gen X - CDs, computers, backpacks > work to live * Gen Y / Z – iPods, PDAs,"— Presentation transcript:

1 Trish Frick, 2007

2 * Boomers – vinyl, calculators, briefcases > live to work * Gen X - CDs, computers, backpacks > work to live * Gen Y / Z – iPods, PDAs, pockets > work to play

3 Trish Frick, Wealth and health > security and lifestyle 2. Talent and experience > support and recognition 3. Work / life balance > opportunity and flexibility

4 Trish Frick, 2007 Young or not-so-young Anglo or Indigenous Rural or city War-torn village or suburbia Tertiary or trade Single or coupled

5 Trish Frick, 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

6 Trish Frick, Customised qualifications 2. Scholarships and sponsorships 3. Training and coaching 4. More roles at all levels

7 Trish Frick, 2007 * Focus on experienced staff? * Permanency? * Learning and development? * Flexible working conditions? * Multiple career options in-house? * Talent management? * Learning is work?

8 Trish Frick, If work in the 21 st 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?

9 Trish Frick, 2007 Organisational Goals Individual Goals WOrganisations – responsible for Worganisational development – structure and culture > career-friendly and supportive managers collaborating with staff Wtalent management – competency and potential > basics training and developing strengths W workforce management – planning for today and tomorrow > developing learning and career strategies in response to both service and individual needs

10 Trish Frick, 2007 Organisational Goals Individual Goals WIndividuals – responsible for Windividual development - developing job, learning and career skills Wtalent development – reflecting and engaging in strengthening and improving those skills Windividual planning - developing individual learning and career plans

11 Trish Frick, Attraction + retention – improve managers skills/tools 2. Individual + organisational needs - build organisational resilience and capability as much as the individuals 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

12 Trish Frick, 2007 Consolidation Competency & Capability Careers Learning Talent & Potential Standards Customisation Transition Pre-Employment Foundation

13 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

14 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

15 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

16 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

17 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

18 Trish Frick, 2007 Consolidation Customisation – learning options working conditions leave careers Not always programming for individuals, but individualising programs. Transition Pre-Employment Foundation

19 Trish Frick, 2007 Mobility is inevitable – planning for and managing talent flow is the key!

20 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)

21 Trish Frick, 2007 Organisation Individual Planning (goals > data) Talent (pathways >succession) Learning (opportunities > flexible) Standards (performance > capability) Systems (values > culture) Goals (aspirations) Pathways (choice) Opportunities (potential) Performance (rewards) Values (passion)

22 Trish Frick, Policy 2. People 3. Programs 4. Resources 5. Customisation

23 Trish Frick, 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

24 Trish Frick, 2007

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