Being Bold: Career Conversations
Managers know that career conversations can be powerful. You know that helping staff connect their day-to-day work with longer-term career aspirations enhances productivity, employee engagement and loyalty.
While the importance and benefits of career conversations are evident, they are not always easy. In researching and writing two books in the Retain and Gain series, I’ve learned that leaders and managers inside of small businesses and non-profits believe that career conversations are risky. Rather than seeing them for the mission-enhancing tools they can be, leaders across sectors believe that engaging in open career-focused conversations can put the organization at risk. I’ve identified three specific risks that need to be addressed if you are going to overcome these top fears and be better career advisors for your teams.
Risk #1: Pandora’s box
This risk assumes having a conversation with an employee about their future will prompt them to ask for unpredictable and unlimited changes to their current employment structure. New pay demands, different hours, a change in responsibility and increased flexibility in work location all might become part of this discussion without any mechanism to satisfy any of these requests. In an attempt to keep these demands contained, managers keep this box closed and intentionally avoid opening career-related conversations.
This fear is not just limited to front-line managers. Recently, following the release of Retain and Gain: Career Management for Non-profits and Charities, an executive director indicated that she was tempted to purchase copies for her directors and host a lunch and learn on the topic. “But Lisa,” she said, “what happens if our directors instruct managers to actually use the Playbook? Do I really want to get into career conversations with staff given our current budgetary constraints?”
You need not fear opening this discussion. Research shows that engaging your staff in meaningful, realistic and personal discussions, even with tough financial constraints increases loyalty, especially when other rewards, recognition and development opportunities are explored. Using the 40+ activities in the books, you can address specific concerns and provide career-advancing opportunities that go well beyond compensation to ensure your organization remain strong.
Risk #2: Imposter syndrome
This risk is based on an assumption that managers are not natural career advisors for staff and that they will not feel comfortable having career-related conversations. At the heart of this risk is the fear that managers will find themselves in situations where they lack the skills or don’t have the knowledge needed to address employee concerns. They will appear as if they have command of careers but lack the substance to back it up.
Canadians receive more career guidance from their workplace manager than they do from any other professional connection. Parents and peers also play a part in how informal guidance is provided, but it is the front-line manager who communicates intended and unintended messages about how roles, opportunities and organizations are changing and how this will affect employees.
The reality is that most managers receive no formal career development education or training. You may have been given guidelines on how to deliver various types of messages to your staff, but very little opportunity to learn just how rich and easy-to-use career management tools are to help you engage, retain and develop your teams. As career professionals, we know how useful the tools are – and that they work. We need to share more stories of career development within workplaces. This will help managers see the role they can play and develop confidence in the potential for success as a career advisor for their team.
Risk #3: Time warp
Leaders and managers already feel that there is too much to do and not enough time to accomplish all that is on their plate. The addition of career conversations that can become quite personal can feel like an activity that would put their entire workflow and schedule at risk.
Career conversations in isolation or as an exception are time-consuming. Employees hungry to understand how their work can evolve and support their future ambitions will want to have detailed and perhaps even challenging conversations. However, the solution is not to avoid having conversations, but to normalize how they are held and who participates.
Simple, everyday activities, such as those provided within the Retain and Gain series, can encourage employees to reflect on their own careers and be intentional with the time they have with their managers. The Playbook provides guidance on how to build career champions across the organization and ensure career development happens all the time. Embedding career development into organizational culture can become a potential source of managerial efficiency. As employees are encouraged to grow, their circle of advisors and supporters will also grow.
We want to support managers and encourage you to be bold in initiating career-related conversations and programs inside of your organization. As career professionals, we need to help make the link between bold organizational results and career-focused staff, even in sectors with limited resources, flat organizations and overworked managers. Today’s workforce needs career development support to overcome their own fears and navigate with employers into the future.
Ready to take action?
Download a free copy of Retain and Gain today and join the National Conversation on the Future of Work.
Since January, I’ve been part of more than 25 conferences, corporate programs and community-based initiatives, all focused on how the world of work is changing and what needs to be done to be ready for the future that is quickly unfolding. In many of these events, I was a speaker or panelist. For a few, I was an audience member. At all, I have been a researcher and observer.
In each discussion I consider how it felt in the 1990s as technology was about to change everything – we just didn’t know exactly how or how fast. I remember sitting beside brilliant technologists as they conceived of apps (except we didn’t yet have language to describe an app and so instead they were called “personal web components”). I recall working with companies who doubted health care products would ever be purchased online and therefore there was no need for a website. Those of us with early exposure to emerging technology could not conceive of how devices have transformed the world. Yet we had to find ways to start moving into this unknown future. Agile, user-centric design and object-oriented programming all emerged as new tools to shape an evolving world.
I love finding patterns within complex, systems and creating useful, practical maps. Today, talent – our workforce, the work they do and how they do it – is being revolutionized. The future is just as uncertain as it seemed all those years ago and new ways of imagining the future of work are needed to navigate from where we are to the way things will be for our children and their children. Yesterday’s technology revolution has sparked today’s talent revolution (a topic explored in a new book that is coming out in 2019).
Perspectives from policy makers
Senior policy makers look through a 30-year lens and consider what types of regulation will be helpful or hurtful to create a thriving Canadian future. They ask questions such as “what employer incentives should be accelerated?” or “which types of technologies should have adoption encouraged and which should be left to develop more slowly?” From driverless vehicles to employee skills retraining, these policy leaders are consuming data that paints various scenarios of where the world is heading, what other countries are doing and what the Canadian path could look like. They are shaping the future of work by pulling on levers that will impact the rest of us for decades. It is in these discussions that detailed data is often shared that contradicts what we hear in the daily media.
One example of meaningful myth-busting was presented at the Queen’s International Institute for Social Policy (QIISP) Conference in August, where we heard from many European and North American researchers that the number of freelancers within most Western economies (including Canada) has not changed in more than two decades. The data does not support the view that traditional models of employment are being usurped by vast numbers of workers engaged in the “gig” economy. From a policy lens, assuming a shift to a “post-employment” era would be premature. Instead, an examination of how the nature of work and employment relationships continue to change and what will address the rise of specific precarious employment practices is more prudent.
Considerations of corporate leaders
Corporate leaders focus their lens on a closer horizon. They examine issues impacting workforces and workplaces today and that will continue to impact business performance and opportunity in the coming decade. This 10-year horizon includes topics like demographic change, skills shortages, a gap in mid-level leadership candidates and required skills transfers from today’s jobs to roles that will exist in a more automated future.
Employers are accessing the incentive programs that the policy makers implemented over the last decade. Design to incent employers to move their workforces forward as workforce-related change began to accelerate, these programs may offset the cost of skills-based training and experiential learning. Others provide tax credits for exploration of certain technologies, research and innovation that will lead to new jobs and work aligned with a more technological future.
Alignment of associations
In between the policy makers and the employers are the industry associations. From electricity distribution to manufacturing, social work to post-secondary education, associations across the country are applying a sector lens that is sometimes zoomed into current day issues and other times focused far into the future. At annual conferences trends are shared with members. Behind closed doors or in private consultations, leadership teams challenge myths and architect roadmaps.
Your agency as an actor
With all these layers of architecting occurring simultaneously it is easy to see why making sense of the future of work is complex. We are architecting the future of our world. Depending on the audience and the focus, or zoom level, we may end up digging deep into a technology or skimming the surface of attention-grabbing headlines. We may take a system-wide view of a topic, such as the impact of longer lifespans or narrow the discussion to address current day challenges such as how managers can be better equipped to help staff with their own career decisions.
However, from policy maker to corporate leader, association executive to manager, employee to student, we are all actors in the future of work. Each of us makes choices in our own careers and within our own teams that collectively are shaping the future of work. We are creating or challenging boundaries, accepting or disputing truths and facilitating or disrupting change in big and small ways.
For some, there are significant fears. Others see immense opportunity.
The future of work is not something that will happen to us. The policy makers, corporate leaders and industry association executives aren’t working behind a curtain creating a future that will be launched with a “big reveal.” All of us make choices to engage, disengage, attack or retreat in ways that creates the datapoints reported in our news and generates the theories that get explored.
This realization that we are all actors leads to an exciting, if daunting, conclusion. We need to expand the conversations that are taking place to include everyone. It’s why behind the scenes Challenge Factory and Creative Connection have been starting Canada’s first National Conversation on the Future of Work – with a new documentary and conversation guides ready to launch in November. We want everyone in every corner of the country to have the opportunity to consider their role in shaping the future of work, to challenge assumptions and push the architects.
It is ambitious, exciting and important and we would love to have you join in. Ask for information on how to host a conversation on the future of work so those in your work and local community can step into their role as key actors and partners to the architects.
Hiring summer students is not easy for small businesses. It takes time for students to learn about what we do and how we do it. Students have their own schedules, with planned family vacation, school registration dates and other commitments that may affect their schedules in ways that are not always aligned with the needs of the business.
At Challenge Factory, we take our role as summer employer seriously. Our students have specific learning goals, are exposed to new opportunities and are given real-world work to complete. Since so much of our work is done with flexible hours and often in remote locations we ensure students have enough support, contact and interaction to remain engaged in their work. Our students learn about their skills, what affects their productivity, what types of work they enjoy and how they react when having to give and receive feedback.
This year we have a remarkable group of students – and have learned something new from each of them that is key to the future growth and development of the company.
Meeting with Kitchener MP Raj Saini
Lesson from Alex: Communication, cultural fit and explicit intention make distributed teams possible for companies of any size.
Marketing Intern (4th year Communication Studies student at Wilfrid Laurier University)
Alex is our first student to be based outside of Toronto. Before Alex started, we knew that using video chat and other productivity tools would be important. We worried that Alex would feel left out of the activities that were taking place at our Toronto-based office. But Alex has surprised us. She is an engaged team member and an integrated part of team projects. She is not out of step or disconnected with the rest of the team or the work being done. She is creative and clever.
Alex has taught us that, as a company, if the fit is right, we are ready to take on team members who live outside of the Toronto area. She’s challenged an assumption that we do not have enough formal processes in place to ensure remote workers can be productive. She’s enabled us to build a profile of characteristics, beyond job related skills, that we know are important for any new remote member of our team.
In a workshop for Homeward Bound at Woodgreen Community Services
Lesson from Ben: Employees with multiple gigs face specific challenges while offering employers access to flexible talent. Employers have a role to play in collaborating, co-operating and demonstrating flexibility.
Research Intern (2nd year Economics student at University of British Columbia)
Ben has been working at Challenge Factory while juggling two other summer jobs. His job with us leveraged his diverse talents and interests. He has edited upcoming publications, assisted with client facilitation, and conducted qualitative and quantitative research on hard to measure topics related to corporate culture and interpersonal dynamics.
Like so many others in today’s world of work, Ben’s work schedule fluctuates each week. His other employer communicates the weekly work schedule on Sunday evenings for shifts starting Monday morning. This situation is not ideal – neither for Ben who can’t predict or plan any work or personal event more than a few days in advance, nor for us since we never know when Ben will or will not be available. But it is informative. Our work at Challenge Factory focuses on how Five Drivers are shaping the future of work – and assisting policy makers and organizations to recognize the difference between leveraging a freelance economy and perpetuating conditions of precarious employment are a part of our ongoing conversations. In addition to the great work that Ben is doing for us, he is helping us better understand how new models of inter-employer collaboration can create better working conditions for everyone.
Enjoying lunch at Insomnia in Toronto.
Lesson from Lucrezia: Communicating what we do to anyone new to Challenge Factory is enhanced when we use clear, specific language.
International Intern (M.SC Psychology Student from Universita Cattolica del Sacro Cuore, Milan).
Lucrezia is completing a for-credit work term focused on applying her background in psychology to the world of work. In Lucrezia’s first week on the job she attended partnership meetings, research reviews, client consulting sessions and internal service development workshops. She is smart and brings valuable professional expertise.
Challenge Factory’s work is complicated. We deal in trends that are just emerging. Our team needs to be quick thinking and able to make multiple connections across a variety of data points in real time. Lucrezia demonstrates all of these skills, when working in Italian. While she is very focused on closing the gap between the sophistication of what she has to say and her command of English, we are finding significant value in working together in these early days. It is forcing us to slow down, to simplify and to ensure we are being precise in our language and it is making us better. We’ve changed how we conduct meetings to ensure we pause with moments for reflection and review before soliciting feedback and input – and we are reaping rewards far beyond enabling Lucrezia’s intelligent voice to be heard. Lucrezia’s questions, suggestions and perspectives are making us better communicators of complex concepts, models and outcomes.
Summer Students and the Return on Investment
Our students leave a lasting effect on Challenge Factory as we, in turn, hope to leave on them. We are grateful to have been part of their career journey and look forward to seeing what comes next for each of them as valued Challenge Factory Alumni.
Challenge Factory is looking for Fall Interns. If you know a student who is looking for a graphic design/marketing or research co-op or internship let us know!
I spend my days working with organizations that are thinking about how the world of work will change between now and 2030. Let’s take 2 minutes to explore what exactly this entails – and there is an invitation for you at the end of the article.
Some companies approach Challenge Factory because they are worried about aging demographic composition of their workforce and intergenerational tensions as everyone looks to advance in their careers.
Others foresee the impact of new business models and technology and wonder how to shift from the workforce they currently have to the workforce they will need without losing the humanity that is at the core of their culture and values.
New government funding is starting to flow to tackle ambitious issues, such as how to better integrate Veterans into civilian society post-release and how to rethink employment related education and training so that we are fostering the skills that will be needed in a future that is still very much being shaped by technological advancement.
Challenge Factory is part of all these discussions. From the Senior Executive in the consulting firm who is wondering what’s next for their own career – what comes after “Partner?” - to the largest institutions grappling with challenges that will impact entire generations of workers for decades to come. We are at the table and lending our perspective, methodology and curriculum, based on our understanding of the five drivers that are shaping the Future of Work.
Many people comment on the breadth of topics and work that Challenge Factory takes on and, while it is true that we are involved in diverse types of discussions and projects, we really tackle one major issue: The Future of Work. Our three business groups tackle this issue with three different lenses, each with their own level of zoom and focus.
• Our research group works with other institutions to answer: How is the world of work changing?
• Our consulting group applies the research to specific environments to address: How can our clients gain competitive advantage from the changes?
• Our coaching and training group delivers custom, on-demand and modular curricula and programs to effect change: What do leaders, managers and employees need to know, learn and experience to be future-ready.
It has been a busy spring as we have worked all around the cycle. Here are a few examples of the work that we’ve been doing that has advanced our clients’ ability to shape the future of their workforce and capitalize on the today’s trends. I’ve chosen a few of the assignments we’ve been working on to showcase below to give you a sense of how others are engaging with topics related to the Future of Work.
New insight into Longevity and the Intergenerational Workforce: Lisa has been working with co-author Fern Lebo on a new book that provides unique insight into the roots of today’s workplaces demographic realities with tools for CEOs, CHROs and front-line managers. The Talent Revolution: Longevity and the Future of Work has passed international peer review and will be published in early 2019.
Keynote Presentations that challenge outdated thinking: Here are the conferences that we have been part of in the last few weeks. A common “a-ha” moment shared in post-presentation feedback is the realization that we are all actors in how the future will unfold, with responsibilities and abilities to shape what comes next for us, our staff and our society.
• Cannexus 2018 – Canada’s largest career development conference • Alberta Career Development Association Annual Conference
• Benefits Canada •Canadian Association of Career Educators and Employers (CACEE)
• Ontario Association of Career Management (OACM) Our summer presentation schedule shifts from large conference venues to smaller leadership retreats within companies. We will be co-creating new strategy with leadership teams from: • packaged goods
• professional services • financial services, and • public sector
Respectful Workplace training: Before innovation can be fostered within organizations, employees need to feel that their ideas will be heard and respected. In the last month we’ve delivered training to more than 500 employees on how to leverage de-escalation techniques and upshift the culture of each interaction to create a stronger foundation for everyone’s work and career.
The summer is a wonderful time for us to get to know each other better. Let’s pick one topic from this article and set up a time to discuss how it might help be the breakthrough you have been looking for in your own career, for your organization or for your entire sector.
Sometimes it takes all of us working together to realize the impact each of us, individually, can have. The work of career practitioners is unusual. We workin areas that have dramatic impact to our clients’ well-being that, in turn, shapes our country’s well- being. We know that a resume is not just a document.
It is a license to independence, self-actualization and stability. A job interview isn’t just a meeting. It is anopportunity, a challenge and a window to what else might be possible. We know these things and we take pride in our work and, yet, we often overlook the broader impact and importance of our sector. As president of Challenge Factory, I cross the country engaging with communities, corporations, organizations and leaders who are interested in demystifying and preparing for the Future of Work. Some of these discussions are very practical. Others are highly emotional. All seek to understand how our world is changing and how work will shift.
Along the way, I have learned three lessons about our profession.
Lesson 1: Sometimes dreaming is easier than thinking
My colleague Tim Casswell from Creative Connection firmly believes that there are some challenges where logic fails. “If we must rely on what we think when it comes to the future of our planet we are in significant trouble,” he asserts. Thinking ensures that we rely on what we know. And, in circumstances where it is possible to know many of the variables, thinking may well be warranted. Predicting the future and our role in it – as a profession, as workers, as citizens – is not one of those circumstances.
3 Early Lessons from the National Conversation on the Future of Work
Consider which of the following questions lead you to more creative, open and engaging
● What do you think we should do to ensure we thrive in the future world of work?
● What do you yearn for and long to see in the future world of work?
Sometimes we need to dream a little about what we want before we worry about what
Lesson 2: Dreaming is easier in 3rd person – and especially
for future generations
Recently, we challenged audiences at two different conferences to consider the second question in the paragraph above. At Cannexus18, we asked to hear what career practitioners yearn for and long to see for their children and children’s children. At a Toronto HR conference, I left the future generational aspect of the question out. The results were dramatic. While most of the people at both conferences have decades of working life ahead of them, many were more comfortable talking about what they hope happens in the context of next generations. It was intriguing that career practitioners and HR professionals have a lot to say about the future and, yet, it is challenging when the answer is in first person. We are much better responding with legacy statements and what we hope will be true for our children. This key learning carries over into techniques for working with individual clients who are also struggling to see their own place in the world and know what they hope will be true for their children.
Lesson 3: The future is ours to lead
A final learning emerging in this ongoing National Conversation is the realization of just how important career practitioners and HR professionals are as we prepare for the future. The significant changes to workforces and workplaces between now and 2030 will reshape our world. They will have lasting political, social, economic and personal impact and may have been set in motion by technology, but the work and insight needed is about humanity. As professionals focused on the intersection of humanity and work, no one is better equipped to lead Canada through these revolutionary times. As career professionals, we often feel invisible or like one piece of a process that we can never quite fully influence. One finding from all my recent conversations is that it is important to realize that now is our time. It is only with the perspectives of this sector that Canada’s full future potential and workforce possibilities can be conceived of, understood and capitalized upon.
I can’t wait to bring insight from current conversations to ACDC18 – and to take insight from Alberta Career Development Practitioners to the rest of the country. Together, we have powerful tools, experiences and knowledge to lead Canadians as they prepare for the future of work.
Lisa’s work is focused on the Future of Work. As President of Challenge Factory and the Centre for
Career Innovation, Lisa offers a dynamic perspective on how demographics, the freelance
economy and new market dynamics present organizations and individuals with opportunities to
gain strategic advantage. Lisa’s expertise is widely recognized and regularly cited in the Globe and
Mail, Wall Street Journal, Toronto Star, Sun Media and on North American TV and Radio.
Each January, career and employment professionals from across the country convene in Ottawa for 3 days of professional development, networking and community building. We meet at Cannexus – Canada’s largest career development conference powered by CERIC.
Every year, I am struck at the diversity of sessions offered (more than 400) and by the wide range of thinking that is reflected in the topics chosen for the program, which includes not only workshops but also interactive zones, Ted-Style presentations and social events and challenges to keep us talking and striving to do more together.
It is our industry’s equivalent of the Nobel Prize, Super Bowl and We Day all rolled into one.
Daring to Dream
As you know, Challenge Factory is always looking to challenge assumptions and push beyond traditional boundaries. This year, we dared to ask:
How could all the various discussions, learnings and experiences of 1000+ attendees be harnessed for collective learning? What if we could figure out what we all have in common? This is a community of people dedicated to careers, work and employment. What do they believe to be true about the future of work?
We teamed up with our friends at Creative Connection, an amazing team of artists and strategists who break through the restrictions traditional methods of thinking imposes to create works of art that create new potential futures. Together, we crafted a 3-day experiment where we asked people to set aside what they think. Instead, we dared to dream.
New Tools to spark Future of Work Conversations
The results are stunning. Visually, a breathtaking mural emerged, and we are hard at work to translate the artwork into tools that can be used inside of organizations also interested in dreaming about the future of work and what it means for their sector. A new video and conversation guide, along with a supporting facilitator’s course, will be available this spring.
Capturing and Conveying the Magic of 1000 voices
If you were to only look at the mural, you’d miss the magic what really happened at Cannexus. It is always hard to recreate experiences. I hope my observations help give you a sense of what was started at this conference – and what we would like to bring to every corner of this country as every organization, industry, sector and community grapples with the future.
Over the three days of our experiment I saw:
- A woman standing, in front of the mural, for 20 minutes. She didn’t ask questions or engage with the artists right in front of her. She stood back and watched, completely still. I wondered what went through her mind during that time – and also how long it had been since she (and any of us) had been completely still for 20 minutes, simply reflecting. As she moved away, I noticed tears in her eyes.
- Indigenous career professionals react to the hopes and dreams expressed by their colleagues by sharing traditional ways of considering the future. I learned about how any decision one makes in their life should be done in the context of what 7 generations back and 7 generations forward would consider honorable and respectful. I am grateful to have been exposed to the deep questions this tradition evokes.
- Dozens and dozens of people taking pictures and selfies with the mural.
- Skeptics and idealists alike dreaming together and reflecting on the attitudes and behaviours that emerge when we believe our dream future is possible.
Over the coming weeks and months, you will hear more about the tools and learnings that came from this experience. For now, I want to encourage you to be in touch if you want to animate your workplace, industry or community. There is much to learn from our collective views about the future of work – and we have the winning recipe for how to ignite groups, large and small, to dream big about their futures.
Ready to learn more?
Click here to learn more about our Future-focused research projects
Click here to learn about our new Future of Work Leadership Lab
Click here to take the Future of Work Quick Assessment
2017: Year Round Up
December 17, 2017
by Lisa Taylor | Add Comment
What a year it has been! At the beginning of 2017, the Challenge Factory team set out to answer 10 ambitious questions. We decided that it would be a year when we would be curious about why myths related to the future of work seemed to have more sway than facts.
Sixteen days after we published our list of mythbusting questions, Kellyanne Conway introduced the world to the concept of “alternative facts” and the movement to value myth more than data caught on like wild fire.
2017 has been a year filled with assaults on truth. In today’s times, truth has become subjective. In a recent public address, Canadian journalist Steve Paikin commented on this phenomenon. He said that as a current events journalist, nothing is more infuriating than a guest who makes statements such as, “I don’t know the facts, but here’s what I think…” Somehow, we’ve gotten ourselves into a period when strong opinions or feelings trump facts.
Challenge Factory is focused on the Future of Work – a topic where emotion, feeling and perception often gets more airtime than fact, trend and data. People’s jobs are personal. How we relate to the work that we do and the company, industry or sector we support is personal. This year has taught us that when things get personal, sometimes facts are forgotten.
We were prescient last year in declaring that we would spend 2017 asking questions and getting more data. We were also ambitious. Ten questions are a lot to focus on. Business growth gurus might suggest that ten is too many. Nonetheless, we’ve emerged with a deep understanding of the emerging world of work – with facts, new models and tested tools to support our work in 2018.
Here’s what we learned.
How can small- and mid-sized businesses use career management tools to attract and retain talent?
Retain and Gain: Career Management for Small Business was published by CERIC last January and since that time we have worked with small business owners, industry association leaders and post-secondary institutions across the country to address the needs of this important sector. Small businesses gained new visibility and prominence in the Canadian economic landscape as new legislation was introduced both federally and provincially. Many of the discussions focused on the costs of labour. After attending one of the webinars focused on the books, we were told that it would be used to advance better discussions between government and small business. The book has been downloaded or purchased by more than 2,400 career practitioners, small business owners and consultants. As a resource for small businesses that provides more than 80 low-cost or no-cost activities to better engage and retain talent, this publication proved to be timely.
What has replaced the traditional employee life-cycle and what metrics now apply for priority setting?
It used to be that HR rolled programs out based on standard stages and phases in the employee life-cycle: new hires needed onboarding, high potentials needed leadership development, older workers needed succession planning. Retirees needed invitations to annual holiday parties.
No longer. Today’s employee lifecycle begins before an prospective employee ever signs a contract with you. They have influence over and are influenced by your employer brand as their friends and colleagues share information about your organization on sites such as glassdoor. And long after employees have left your company, their LinkedIn profile still carries your brand, presenting opportunities for these Alumni – former employees of all ages – to be ambassadors, champions, resources and supporters.
Established career paths within organizations are shifting and being challenged as the workforce operates differently than it has in the past. With these shifts come new relationships between employers and employees that are not based on a corporate lifecycle for staff. Instead, they are focused on an evolutionary relationship between a workforce that is evolving its skills and workplaces that are shifting their business models. With everything in flux, new models, such as our recent thinking on chronic vs acute workforce planning become more relevant than outdated career models.
What can the military teach us about talent and leadership pipeline innovation?
The answer to this question is easy. A lot. From our work with former members of Canada’s Special Operations Forces to the country’s enthusiasm for last September’s Invictus Games, military talent in the civilian workforce has been a hot topic this year. We are thrilled to have conducted an important research study that quantifies the specific skills, workstyles, motivators and leadership acumen that Canadians with previous military service bring to the civilian world. We are also excited to have been able to capture and quantify where employers misunderstand this hidden talent pool. Over the next few weeks, new tools emerging from this work will be released, including a self-assessment tool for career practitioners to identify hidden bias and misconceptions. On this topic we were able to get beyond “alternative facts” and find hidden nuggets of truth – that this workforce, who starts to retire from service in their mid-30s, is capable, aligned and ready to help fill some of Canada’s impending leadership and skill based labour gaps.
How can your own in-house Centre for Career Innovation supercharge the value of your workforce?
We’ve been piloting the Centre for Career Innovation through 2017, adding new courses and new partnerships as we learned first-hand how to implement a brand new, platform-based business model. Platforms are not just for Uber or AirBnB. Every organization has platforms they offer for clients, employees, partners or new stakeholder groups. But the business model for your platforms are not the same as product or service based businesses. In a platform based model relationships are currency and the goal is to amplify what others are able to bring to market.
Our platform, The Centre, amplifies the courses of leaders from a variety of disciplines and sectors – all focused on helping individuals, managers and leaders to navigate the changing world of work. Integrated learning paths combine the value of the providers so learners can access what they need when they need it as a one-stop-shop. From micro-learning opportunities of 15 minutes or less to full programs with experiential on-the-job learning to transform skills and performance over time, the Centre’s pilot has been a success. In 2018 we will be working with industry associations across the country to augment member education programs to include Future of Work curriculum and tools.
Why should you consider your employees as equity, not assets?
Across the country, I’ve spoken at conferences about the value of taking a Talent Equity approach to your workforce. Recognizing that assets are things that are owned, used over time and written off for nothing at the end of their useful life, we’ve challenged leaders to stop seeing their employees as their “greatest assets” and instead, rebalance the equation to focus on employees as long-term equity building relationships. In today’s world of work when there are many discussions about the future of jobs this long-term relationship view can seem counter-intuitive. But, as the employee life-cycle continues to be disrupted, establishing new metrics for how to measure the relationship employers have with their workers, beyond traditional engagement metrics can be a differentiator. New tools that leverage AI, such as receptiviti.ai, monitor these new relationships and help employers gain competitive workforce advantage.
In our next newsletter, I’ll share what we learned from questions 5-10 – and let you know what we are focusing on in 2018. I use the word focusing quite intentionally. 2017 has been a great year of broad and deep learning and next year will be applying what we now know to the areas with the most immediate potential for individuals, employers and our country’s well being as we navigate the world of work as Talent Revolutionaries.
PS. In case you are curious, the questions I am leaving until next time are:
1. How can you change careers at any age without risking it all?
2. Can science help control and predict what's next in our careers?
3. What's next in the "freelance economy" and how will it reduce precarious employment?
4. What is the Talent Revolution and who will be its winners and losers?
5. What is the Future of Work?
Last March, my work was interrupted by a health issue. I often describe what happened to friends as a chronic underlying condition that had suddenly become acute.
But that’s not really true.
I do have a chronic health condition that is as much a part of me as my red hair. Used to navigating complications, I allowed worrying symptoms to continue as my doctor slowly searched for underlying causes. Then, a fresh set of eyes on my data sparked swift and immediate action. In less than 20 minutes what had been a slow, persistent exploration became a comprehensive disruption. All attention shifted to what was suddenly understood to be acute and urgent.
I am happy to report that the issues have shifted back from being acute to chronic. I am grateful to the doctors who took swift action and collaborated to find immediate urgent solutions. I am just as grateful to those same doctors for knowing when and how to let go, allow other specialists to step forward and implement plans that can be sustained over the long term for a situation that is no longer urgent – but is persistent, long-lasting and important.
Are your workforce challenges chronic or acute?
Sometimes it feels like change is coming at us too quickly. Other times, we can see trends looming over the horizon and if feels like it is taking forever for them to finally, actually arrive. Organizations can benefit from a deeper understanding of how health care approaches uncertainty. As we look ahead at what’s to come in 2018, 2020 and, indeed, 2030, we have found that taking a chronic versus acute approach helps to set priorities, and make sense of a changing world.
Challenge Factory’s 5 Drivers Shaping the Future of Work focuses on the specific business impact of (1) shifting demographics, (2) career ownership, (3) the freelance economy, (4) new platform-based business models and (5) AI, robotics and jobs of the future. I’ve presented this model more than a dozen times to leaders in different sectors from electricity distribution to financial services to social workers. What unites each of the diverse industries we work with is a clear need for a map to help make sense of the shifts and changes impacting the world of work. Between now and 2030 there are a lot of changes coming that will impact individual career paths and potential, workforce strategy, industry dynamics and social expectations of work and life. Some are acute and urgent, putting your business at risk today. Others are chronic and important, threatening future sustainability and needing longer term solutions.
Treating acute or chronic issues with the wrong type of solution can be disastrous. Survival and sustainability can be put at risk:
Your organization is facing both acute and chronic workforce related issues.
Recently, one of our clients had key member of their leadership team suddenly announce his retirement. His knowledge and networks are foundational to how the company operates and its culture, client projects and operational efficiencies were immediately at risk. The retirement announcement presented an urgent, acute threat. We are assisting with specific, targeted knowledge translation and workplace culture services to address the immediate problem. The company is also looking at how they can implement sustainable, comprehensive and persistent new approaches to how they prepare and address impending retirements. Together, we are addressing the underlying chronic condition to minimize the occurrence of future acute events.
Preparing for the workforce of 2020 and beyond requires accurate monitors, clear baselines and the ability to shift approaches and priorities without losing site of the overall goal: a supercharged workforce that will be your competitive advantage.
Three steps to diagnose your workforce issues
Separate perception from reality. Common wisdom in sales and communications circles is that perception is reality – that what people perceive to be true is true. However, when setting workforce strategies that will take you to 2020 and beyond you need to be focused on actual projections for your industry, adjacent sectors and geography. Often, topics that get the most attention in mainstream media feel like they are the most urgent. But this perception is based on editorial perspective, not your business’ truth.
Ask yourself: Does it feel like new workforce related initiatives are “flavour of the month” – high priority and topical for a short period of time without every completely fulfilling the initial promises made? If so, you may be addressing important, persistent issues (chronic) with an acute communications strategy.
Let the data share its secrets. We know that predicting the future is not like completing a puzzle. We will never have all the pieces in front of us to work with and the frame or border pieces will never remain static. So, instead, we approach every organization and challenge as scientists, looking for clues to solve the Future of Work mysteries as they unfold. We start with the data and facts on hand. We integrate our broad understanding of the world of work, across sectors, geographies and cultures. We look for the clues that will unlock potential within your organization and supercharge your workforce programs.
Ask yourself: Are you using the data available to you to guide your strategy and priority programs? There are techniques for organizations of all sizes to use data to make better decisions. Without the facts, there is a dangerous tendency to over- or under-estimate impact and urgency.
Value the balance between specialists and generalists. Challenge Factory is not like other consulting firms: our central purpose and expertise is tied to one question: What is the Future of Work? We take a 360°, multidisciplinary approach to this issue with teams of specialists from the fields of strategy development, HR, talent management, demographics, neuroscience, workforce planning, learning and development, adult learning and education, analytics, design thinking, agile program management and research.
Ask us: which of your issues are urgent and need specific, immediate attention led by the right expert? Which symptoms and issues are actually more persistent, requiring efficient collaboration between specialists to identify and implement a plan that introduces change in healthy and sustainable ways?
Navigating the Future of Work requires both urgent and persistent interventions. Capitalizing on its potential requires that leaders know the difference. Change is a chronic condition and needs to be managed with a goal focused on sustainability. Fatigue sets in when change is treated as if it is endlessly acute – always urgent and with survival seemingly always at risk.
Challenge Factory understands the Future of Work. It supercharges your workforce strategy and programs, addressing the acute and chronic dynamics of shifting demographics, career ownership, the freelance economy, new business models and preparing for the jobs of the future.
We had a fantastic conversation at April's Coffee and Careers that was focused on Lifelong Learning. It's a conversation that fits in perfectly with the idea of “Reinventing Yourself.” Lifelong learning keeps us engaged, curious and relevant. And it takes many forms.
There is informal learning which is really about paying attention to life and learning from our experiences, rather than just going through the motions. Then there is formal learning - specific courses offered for specific purposes.
Our conversation steered more towards the formal.
All too often, when we think of career iteration and redirection, we jump to the conclusion that what we need is one more course (or one more degree). Part of what came out of our conversation at Coffee and Careers was the importance of recognizing why we're taking a course. Is it to build confidence and credibility? Is it to stay current with trends and skills? Is it to gain knowledge and if so, why is that new knowledge necessary? Or is to explore general interests?
We broke Lifelong Learning strategies into 4 categories:
To stay current. This is more general knowledge that's necessary to function in our current work environments. Be it hard skills like keeping up with LinkedIn or the latest software or resume formats or softer skills like intergenerational communication or the importance of resilience. But be aware... just because everyone on Facebook is saying "This is the next great thing that you HAVE to know"... doesn't make it so.
To maintain industry knowledge. These are the things we need to know specific to our business environments, be it to maintain a certification or to remain relevant in our respective industries. There are many courses and webinars offered as part of professional certification...which ones will you actually learn from while maintaining your certification? Which will help propel you forward while fulfilling basic requirements?
To change careers or alter our career paths. Sometimes we do need to take formal courses to either explore new areas of knowledge or to introduce ourselves to the new environments of our choosing. And sometimes we just think we need to take a course because, fundamentally, we're insecure about the change. Ask for credible help to identify the difference.
Personal Learning. There are so many exciting things to know and so many exciting ways to learn them. Medieval Art? "There's an online course for that... taught by Stanford University!" It's fantastic to keep curiosity alive and so important to our well-being...but we sometimes justify the learning time to ourselves as "professional development" (after all it's offered by Stanford!). Always invest in personal development...but recognize when it's not "professional development" no matter who is teaching it.
Be honest with yourself which course is in what category and what you want to learn versus what you need to learn.
Our goal with the Centre for Career Innovation is to offer Professional Development courses that speak to what you need to know as part of the Future of Work.
Learning is a beautiful thing.
“Anyone who stops learning is old, whether at twenty or eighty. Anyone who keeps learning stays young.”
― Henry Ford
How can small businesses benefit from career management tools? And what can large enterprises learn from small business owners? How can businesses of all sizes turn to career management to make sense of today’s ever-changing world of work and the Future of Work?
These are the questions that will be discussed at the May 11th Toronto book launch for Retain and Gain: Career Management for Small Business. I can’t wait to have businesses – large and small – together to learn from each other and to explore how practical career management tips and tools unlock hidden potential and opportunity within Canada’s workforce.
This book provides a practical approach to start addressing two of the five leading workforce trends Challenge Factory has identified. Specifically, it is a creative response to questions anyone leading a team of people find themselves asking, such as:
Who “owns” a career? Is it the company? Is it the individual? And what does career ownership mean?
How can you retain staff as the freelance economy disrupts traditional employment?
If the largest disruption impacting businesses today is human, not technical, how can managers with little HR training, few resources and never enough time use career management techniques to grow their businesses and their people?
It is with this lens that I was thrilled to be approached by CERIC last summer to write an action-focused Playbook for owners of small- and medium-sized businesses.
Over the last 8 months I have had the opportunity to hear from these owners and learn how they are taking action to be leaders in this new world of work. The result is a Playbook that is suitable for any business leader who is managing people. It outlines why career management is a critical skill for all managers today – whether you are managing a company with 50 employees or are a manager of a team of 10 within a massive Enterprise – and then provides over 40 practical, time-bound activities and resources you can implement to realize business benefit.
In small business, there are never enough resources. Yet, despite limited resources, success depends not on complaining about doing more with less (who would these owners make this complaint to, anyway?), but doing more by enriching the resources that already exist. This Playbook is all about doing more by finding more.
Canada’s small- and medium-sized owners are role models for today’s Enterprise corporate leaders. With 90.3% of Canada’s private sector employees working within firms that have less than 500 employees - and most within companies with 10 or fewer staff – small- and medium-sized businesses have historically been overlooked by enterprises seeking new approaches or strategies. Whether you are a new graduate looking at job postings at campus career centres, or the owner of a company bidding on a large project for an Enterprise client, the message has traditionally been loud and clear – size matters. They want to know that your expertise and ideas can work “at scale.” The ideas and tactics in Retain and Gain are targeted at small- and medium-sized businesses, but are valuable to organizations of any size.
Only today, the major trends affecting workforces are challenging what “at scale” means. Individuals have more control over their own careers today than anytime in the last three decades. New models of innovation, product development and service delivery are threatening old industry standards. Big companies are developing off-site locations for small groups to work collaboratively and creatively, as if they were part of a small company. Quietly, without much fanfare, it appears Enterprise is turning to small business for insight about how the world of work is changing. After all, small business has a long history of having to make quick market adjustments and being creative with limited resources.
Join the Toronto business community on May 11th for the Toronto launch of my new book, Retain and Gain: Career Management for Small Business. Whether you are a manager within a small business or a leader who needs to implement small business innovation within your large enterprise, you will leave with practical new tools and a great new network.