Download - Covered in this presentation
WORKING FOR LOVEAttracting and supporting the career development of
professional staff in the Not-for-Profit sector.For
The Association of Community Access Broadcasters Conference 17th October 2009
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Covered in this presentation
• Working for Love – what does this mean?
• The NFP as an Employer
• Employee alignment and retention and the
importance of your organisational Mission
• Work engagement - what you can do
• Career motivation – why work for less?
• Career development - a little career theory
• Career and Performance management - What you can do
• The Employer – Employee Psychological Contract
• The Future World of Work
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Working for Love? A.A.A
Because they love the work they do
Because you and the community love them
Because they love to serve community
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Some perceptions about attraction to work NFP sector
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The NFP sector
The voluntary and not-for-profit sector accounts for an
important and growing proportion of employment in the OECD
countries.
In NZ we have more than 97,000 NFPs
Contributing 2.6% to our GDP
Non-profits have over 105,000 paid employees
but only 10% of all non-profit organisations employ paid staff
90% rely entirely on volunteers
Office for the Community and Voluntary Sector website
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NFPs as employers
• Rates of pay being relatively low, necessitates
non-financial means of eliciting employee
motivation and commitment.
• Organisation needs to tap into the intrinsic commitment to
the job held by employees
• Risks involved - competing commitments and ambivalence
towards organisation, existing power structures and group dynamics –
employee asks “why do I do this?”
• Meeting the unexpressed expectations coming from idealism can be a
challenge.
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Evoking a Powerful Mission
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Mission
Employee Motivators
• Knowledge – Learning and developing new skills
• Career - Enhancing one’s career prospects through
experience
• Value – expressive - Making a difference
• Social – adjustive - Desire for acceptance
• Ego-defensive – Need to escape personal inadequacies
• Esteem enhancement – Growth and self-actualisation
needs
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Employee Needs
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Intellectual “I think”
goals
Emotional “I Feel”
Self-monitoring
Creative/Unconscious “Identity”
Individual potential to self-actualise
Commitment to activitiesDisciplinePlanning
Time ManagementKnowledgeView of RealityGoals
ConfidenceEnthusiasmPassion
EnergyOptimismSteadiness
Self ImageLife programmingView of PossibilitiesServing attitude (relationship with authority)
ValuesConviction about serviceView of abilitiesFeelings of worthinessAchievement drive
Context of meaning
Context of meaning
Employee Engagement
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• 14% Fully Engaged
• 62% Moderately Engaged
• 24% actively disengaged
“Dissatisfaction with pay
tended to override
employee’s mission
attachment as
explanation of why they
may leave the
organization.” B & Y
Employee considerations for leaving? Personal /Career Factors
• They are not clear about their role and how their contribution matters
• There is a lack of alignment between organisational mission and person’s values
• There is lack of challenge or stretch on the job
• Employee / manager relationships are wanting – lack of trust etc
• They don’t feel included – or have a sense of belonging
– relationships are not well formed
• High stress and work / life balance is compromised
Situational / Environmental Factors
• Current employment market
• Current business / economic confidence
• Personal security needs
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Mis
sion
Alig
nmen
t and
Ch
alle
nge
High
HighLow
Skills, Support and Trust
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Engagement
Understanding Strengths and Interests
Potential
stressors or
de-motivators
Low relevance
I n t e r e s t sCareer and Transition Consulting 16
The risk of people not enjoying what they do…!
DOOM!!
Enjoy/not good at
Enjoy/good at Don’t enjoy/notgood at
Don’t enjoy/No longer good at
Skilled
Unskilled
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Building an Engaged Workforce
• Get to know your people – who they really are
• Build transparency and trust
• Find out where they are naturally drawn to contribute
• Show appreciation for their contribution
• Provide challenges AND give them the support to succeed
• Give constructive feedback
• Foster a sense of belonging and community – and interdependence
• Make the workplace FUN – celebrate together
• Grow a culture passionately aligned with your organisational mission
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Psychological Contract
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I need you to make the organisation look good
Manager
New Employee
This job will give me security and extra pay potentially
Career conversations• Pride: The employee describes what they are most proud of and recalls what
made the experience so motivating and successful.
• Passion: Values, beliefs and interests present in that and other experiences are
identified .
• Purpose: Other possible projects or assignments are explored which might also
involve similar interests and values that would bring meaningful focus.
• Performance: Develop, in collaboration, work strategies and resources required
that will enable similar successes.
• Poise: Manage expectations, trust and reinforce the idea
that, with practice, success is achievable.
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Recruit new staff for good ‘fit’
• Aligned skills and experience (can do)
• Aligned attitude and application (can fit)
• An ability to change, be flexible and adaptable (will fit)
• Aspiration and values that align with your mission
• Competencies that add value to your operation
• A commitment to quality
– to doing a good job
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ROI = Open Career Conversations Professional staff
Career planning transparency
Time for open conversations
Proactive Decision making
Resourcing Information
Employee Satisfaction
Commitment
Performance
Retention Productivity
Attrition /Succession
issues
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Employer / Employee working together
Social/family environment
Individual
Market/environment
Organisation
Current role
PEOPLE
PERFORMANCE
PROFIT
Organisational plans, mission, vision & values
Succession planning
Constructive feedback
Personal goals
Open Career Discussions
INDIVIDUALDEVELOPMENT
PLAN• Job Re-alignment
• Work/life in balance
• Career development
• Personal growth
• Employability
• Increase job satisfaction
• Values alignment
• Training needs identified
ACTION
GOAL SETTING
CAREER/LIFE/OBJECTIVES
SUCCESSION PLANNING
INVOLVEMENT
Development and training ACTION
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Career Decision-making
• Where do I ultimately want to be in my life? (What is my dream or life mission)
• How should I do it? • How does this fit with my life values and goals? • What are the other considerations I need to take into
account? (family, other commitments etc)
• What could be my next step? • How can I prepare for the next change as I do my current work?• What do I want for the world/my community?
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?
Pro-active (Protean) model for careers
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• Retraining – broadening / diversifying skills
• Valuing and seeking feedback
• Doing work-related reading – desire for work to be aligned with interest
• On-going learning through tertiary education and specific skill training
• Valuing and seeking mentoring and/or coaching
• Less upward promotion / more horizontal career development
• Increasing part-time employment / portfolio careers / flexi work arrangements
• Later entry to the workforce
• Working longer (aging workforce)
• Diversified career and other interests
• More emphasis on work-life balance – family first practices
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Changing work patterns - trends include:
2009 - Reframing the World of work• Community building focus – sharing resources
• Business accountability – business ethics
• Co-operacy in business practice – learning and doing business together
• More reasons for working in the community or Not-For-Profit sectors
• Opting into reduced hours (9-day fortnight now mainstream)
• Re-emergence of the artisan - creative enterprise
• More self-employment and small businesses
• Knowledge, rather than physical labour important
• Work and life in balance – healthy lifestyle above earning capacity/potential
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Society and Values• We live in a world experiencing unprecedented change
• In general people are confused – value complexity but want simplicity
• There is a need to stimulate, educate and inform public debate and call to account
unhelpful attitudes and activities remains vital to improving the state of the world
• People and communities have become disconnected from each other – and are
driven to change this
• Societies and workplaces are becoming more diverse demographically and we
need to learn to think through diverse approaches and perspectives
• Values-based leadership is becoming more and more essential
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• Attraction theory is now mainstream – ‘The Secret’ found its ‘right timing’
• More people are wanting to make change happen
• There is disillusionment with corporate structures and profit making
• People want connection and shared values
• We are learning that we need communities to thrive rather than survive
• We are learning that we must work more collaboratively
• Organisations are interested in becoming more transformative
• We have an inkling now that we can reframe the our world and the way
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Bibliography • Mission Attachment and Satisfaction as Factors in Employee Retention, (2003)
William Brown & Carlton Yoshioka
• Statistics New Zealand website
• Office for the Community and Voluntary Sector website; Facts about the
subsectors of the community sector
• Caring for The Workers – Paper by Lower Hutt City Council 2008
• Human Resources Magazine – Feb/Mar 2009 Issue - Leveraging your workers –
Jasbinda Sing
• Career Compass, Navigating Your Career in the New Century (2000)Peggy
Simonsen.
• Integrity Selling; Winning over Negative Emotions, (2003) Ron Willingham
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