“The battle to remain employed has been lost – the new battle is to remain employable” Welcome to the brave new world of the 21st Century. All around us the old certainties are fast disappearing to be replaced by the new, the unknown and the uncertain. Consider some of the paradoxes. The economy is changing. The iron rice bowl is no more. Jobs for life have gone, unskilled, low value-added added jobs are fast disappearing, full-time jobs are being replaced by contract or part time working. We are rapidly transforming into a knowledge based economy driven by information technology, research and development and the provision of advanced services. Organisations are changing. They are flatter, leaner and more flexible having to respond to the changing environment, customers and clients faster. It means there are fewer people being employed and they have to work harder, faster, smarter, be multi skilled and creative with a new more open mindset. The market is changing. Consumers are older, greener and wiser demanding sophisticated added-value products and services. If you can’t deliver a better product or service at a cheaper price in a fast changing market place – your competitor will!
“There is no such thing as a career path any more – it’s crazy paving and you lay it yourself” The old employment paradigm has shifted forever. In the past organizations were paternalistic, offered job security, had defined career paths, practiced succession planning and had focused job descriptions and titles with narrow and specific responsibilities and clear reporting lines. The new organizational reality is very different. The company is no longer responsible for your job security. No employer anywhere, in any organization, can guarantee you a job. The old psychological employment contract has been replaced by a looser less structured working relationship. The emphasis is on employability not employment. Careers must be self-directed and highly flexible. You must be prepared for total mobility – upwards, downwards, sideways. People must take more responsibility for their own development building a portfolio of skills and talents, capable of switching roles rapidly and multi tasking with ease.
Career resilience is the new mantra of our times. You must be responsible for yourself adopting a “self-employed” mentality even if working for a large organization. Knowledge is the new currency of business and lifelong learning and unlearning is no longer an option – it has become mandatory for survival.
All employees must know the skills they have and how these skills can be marketed to other employers. They must continually update and upgrade their skill and be aware of new roles they may be required to fill. They must push to the outer limits and enjoy doing it, developing a radical mindset change to become not a career hunter but a career creator. Employees must develop skills aligned to the business needs, an attitude that is focused yet flexible, a dedication to continuous learning and personal excellence, and deliver a solid performance in support of the organisation’s goals
It is vital that you discover, or rediscover yourself through self-awareness. Understand your personality and work style, what drives you, what your preferences are in a work situation. Invest in yourself through developing an understanding of your work behavior. Complete a proven personality profiling tool such as DISC or Myers Briggs and reflect on the feedback.
Be aware of the key characteristics of employability. What is it that employers value in the people they hire and promote. There is a new emphasis on effective communication and interpersonal skill with a growing awareness of the need for EQ as well as IQ. Good teamwork is required from people with positive and flexible attitudes. There is a growing demand for creative and innovative thinking and problem solving with an increased willingness to take risks. Continuous learning is a necessity together with a commitment to personal excellence
Employees developing a managerial career must be aware of the new managerial realities. Managers need to become coaches, to nurture and develop the skills and abilities of their own staff. They must learn to delegate and empower, to manage transition and change and to develop managerial leadership based on influence not power.
Article Contributed by Chris Fenney, Co-founder and Director of Training Edge International
Email : chris.fenney@trainingedgeasia.com
Website : www.trainingedgeasia.com
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