Arranged Careers by Dale Simpson
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The document discusses the concept of 'arranged careers' and how organizational strategies can enhance hiring, performance management, and employee retention. It emphasizes the importance of understanding employee costs and maximizing their lifetime value to achieve elite performance and competitive advantage. Additionally, it suggests innovative approaches to employee evaluation and engagement to foster ongoing relationships even after exit interviews.
Arranged Careers by Dale Simpson
- 1. Tie MumbaiDale SimpsonBravo Consulting Groupwww.bravoconsulting.com.au
- 2. HOW TIE HAS HELPED BRAVOBEING A CHARTER MEMBERDale SimpsonBravo Consulting Groupwww.bravoconsulting.com.au
- 3. Against the tideDale SimpsonBravo Consulting Groupwww.bravoconsulting.com.au
- 4. EVEN IF YOU KNOW WHAT YOU ARE DOINGDale SimpsonBravo Consulting Groupwww.bravoconsulting.com.au
- 5. Arranged Careers:A Competitive edge?Dale SimpsonBravo Consulting Groupwww.bravoconsulting.com.au
- 6. What’s an ‘Arranged Career’?WWW.BRAVOCONSULTING.COM.AU
- 7. Arranged CareersORGANISATIONS - Not about Careers? - About:HiringPerformance ManagementRetention/Separation/SuccessionThere are:- Arranged MarriagesArranged Learning..arranged careers?How long is the relationship?What is the recruitment strategy?What does an employee cost?Authenticity and Promises – what promises can an Organisation Keep?Is India different? How?Employability - Abscondee ratesPrinciples vs. values7WWW.BRAVOCONSULTING.COM.AU
- 8. Arranged CareersORGANISATIONS - Not about Careers? - About:HiringPerformance ManagementRetention/Separation/SuccessionThere are:- Arranged MarriagesArranged Learning..arranged careers?Careers are like MarriagesThey’re long Term RelationshipsHow long is the relationship?What is the recruitment strategy?What does an employee cost?Authenticity and& Promises – what promises can an Organisation Keep?Is India different? How?Meaning?Employability - Abscondee ratesPrinciples vs. values8WWW.BRAVOCONSULTING.COM.AU
- 9. What is the cost of an employee?Salary/wages?On-costs and benefits?What is the ‘life-time’ cost?0.5 million1 millionMore?9WWW.BRAVOCONSULTING.COM.AU
- 10. What is the value of an employee?Productivity?Profitability?What is the ‘life-time’ value?During employment And after?10WWW.BRAVOCONSULTING.COM.AU
- 11. Are you getting maximum value fromHiring/recruiting processes?Performance Management?Succession Planning/ Development?Employee Separation Processes?11WWW.BRAVOCONSULTING.COM.AU
- 12. Maximising ValueWhere does Elite Performance Lie?12WWW.BRAVOCONSULTING.COM.AU
- 13. What is the Employee Experience?Hiring? Do they know who I am? Or Care?Can I trust them?Performance Reviews-Anxious-Relevant?-Meaningful?-Excuse for them to be criticalDo they keep their promises?Development?- or punishment?Exit Interviewa final chance for dialogue?Would I recommend working here?13WWW.BRAVOCONSULTING.COM.AU
- 14. Elite PerformanceNot about Mission, Vision & ValuesAboutResponsibility & Accountability - PrinciplesWWW.BRAVOCONSULTING.COM.AU14
- 15. Responsibility & AccountabilitySome examples..WWW.BRAVOCONSULTING.COM.AU15
- 16. Self Monitoring & Evaluation 1The History ProfessorFrustrated by too many late assignments/extensions1. Contracted with students about submissions – they set their due dates. Result virtually no extensions needed2. Allowed them to grade their own assignments, but..(What do you think happened?)3. When they reviewed each other’s drafts, they could set their performance in context. Result, their self graded scores were about rightWWW.BRAVOCONSULTING.COM.AU16
- 17. Self Monitoring and Evaluation: 2The Airline ProblemEach Captain could decide on how much reserve fuel to take on board. Too little and you put safety at risk, too much and you’re just flying aviation fuel from one airport to another – that’s expensive.But this varied from one pilot to another – some took too little, some took too much.How do you fix this?Impose a solution?Or -WWW.BRAVOCONSULTING.COM.AU17
- 18. XThe Airline Example: Month 1WWW.BRAVOCONSULTING.COM.AUXXXXReserve FuelXXXXXXXXXXXXXFlight Distance18
- 19. The Airline Example: Month 3WWW.BRAVOCONSULTING.COM.AUReserve FuelXXXXXXXXXXXXXXFlight Distance19
- 20. What ifEmployees conducted their own performance reviewsWere given the information they neededCould compare their own performance with othersScheduled a time with their manager to conduct the review.What would change?WWW.BRAVOCONSULTING.COM.AU20
- 21. What ifExit interviewsWere seen as events that changed, but preserved, an on-going relationship?Formers employees were an asset to your organisation?Advocates for your businessStayed in touchReferred potential new-hiresWWW.BRAVOCONSULTING.COM.AU21
- 22. Who knows your organisation?Your recruiting agents?Or your staff?Could you get more value into your hiring process by referrals from current and former staff?WWW.BRAVOCONSULTING.COM.AU22
- 23. How many of your good hires come from referrals from current or former staff?WWW.BRAVOCONSULTING.COM.AU23
- 24. Elite PerformanceMaybe this is a way to unlock the true value of your Human Capital..Perhaps this can generate a competitive edgeThere are examples..WWW.BRAVOCONSULTING.COM.AU24
- 25. Have you calculated the cost of not doing this?WWW.BRAVOCONSULTING.COM.AU25
- 27. Arranged Careers:A Competitive edge?Dale SimpsonBravo Consulting Groupwww.bravoconsulting.com.au
Editor's Notes
- #2: Introduce yourself by name and titleThen the question ‘Arranged Careers?’.. (move quickly to the next slide)
- #3: Introduce yourself by name and titleThen the question ‘Arranged Careers?’.. (move quickly to the next slide)
- #4: Introduce yourself by name and titleThen the question ‘Arranged Careers?’.. (move quickly to the next slide)
- #5: Introduce yourself by name and titleThen the question ‘Arranged Careers?’.. (move quickly to the next slide)
- #6: Introduce yourself by name and titleThen the question ‘Arranged Careers?’.. (move quickly to the next slide)
- #7: The presentation is really about two questions. The first is about the arranged career, the second is why it might be important to your organisation.First, I need to introduce myself (brief bio) –why you’re qualified to ask this question.So to the title ‘The Arranged Career’. The term arose in response to a request to do a presentation in Mumbai. I was asked for a title, suggested this one, and then realised I had no idea about this: What is an ‘Arranged Career’ and why is it relevant. Back in the Office, we went to the whiteboard..
- #8: And brainstormed the question.(click) The are things that are ‘arranged’ – Learning, Marriages, but can you think of a career as ‘arranged’ (Click) Organisations don’t think about careers. They thing about hiring, performance management, separation, promotion, etc.(Click) Arranged Marriages are long Term relationships – with vows, promises, ups and downs – ideally authentic relationships(Click) Organisations make promises too, not always ones they can keep(Click) buy employment can be a long term relationship – what do employees cost over their term of employment(Click) And is India different? How?(Click) I hear of employees absconding.. Why?(Click) and we wondered about principles vs values (explain)Click to next screen
- #9: (Click to clear the board)In the end we decided that careers are like marriages; They are about long-term relationships(Click) So what follows from thinking this way?(Click)
- #10: How do we think about the cost of an employee? Annual salaries and on-cost?(Click)What about the ‘life-time’ cost?
- #12: If we think about ‘life-time’ costs, it may lead to a question about the value and focus of or processes. Are we getting maximum value from these?
- #13: Back to the whiteboard..
- #14: What is the employee experience of these processes?(Click) Hiring(Click) Performance Reviews(Click) Promises made(Click) Quality of the workplace(Click) Development programs (explain what you mean here)(Click) Clear feedback – authentic conversationsWhat would ‘Elite’ performance look like?
- #15: This is my take. It needs to be yours..
- #16: Ditto
- #17: This story is about a University Professor. In his class he found he was constantly giving extensions and dealing with late assignments.(Click) So he contracted due dates with his students. He made clear what was required, in what order and they set agreements with him as to when they would deliver; result – they did. If that worked, he thought, could they also assess their work – grade their own assignments? (Click)What do you think happened. [the usual response if they would all give themselves top marks. A couple tried that, but most gave themselves marks that were too LOW. The professor realised that the students had no context, no way to compare their work with others in the class and then rank themselves. So (Click) he allowed them to review (and comment) on each others draft papers. Result, they could figure out their own performance in context and their self grading was more accurate.
- #18: So here’s another story. This was related to me some time ago. Back last century an airline was aware that they had a problem with reserve loads. This is the amount of fuel taken on board before a flight; Individual Captains made a decision about how much they would need given tailwinds, headwinds, bad weather, etc. This decision would be based on their experience and judgement.But it varied a lot, even on the same routes. Some took too little, some to much. How do you fix a problem like this (Click) – impose a solution or
- #19: What they did was simply plot average amount of reserve fuel on landing for each pilot. (Click)Then each pilot was shown where they ‘scored’ vs the rest. That’s’ all. So what then?
- #20: Over time, the result was a massive saving, without compromising safety..or the independence of the pilots. They now had enough information to judge their performance.
- #28: Why Arranged Careers?