<?php die("Access Denied"); ?>#x#a:4:{s:4:"body";s:23429:"<div class="item-page">







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			<a href="/blog/103-blog?showall=&amp;limitstart=" class="toclink">Engagement</a>

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					<a href="/blog/103-blog?showall=&amp;start=1" class="toclink">Work freedom</a>

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					<a href="/blog/103-blog?showall=&amp;start=2" class="toclink">The future of work</a>

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					<a href="/blog/103-blog?showall=&amp;start=3" class="toclink">Organisations</a>

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					<a href="/blog/103-blog?showall=&amp;start=4" class="toclink">De-city-ising</a>

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					<a href="/blog/103-blog?showall=&amp;start=5" class="toclink">Talent Fluidity</a>

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					<a href="/blog/103-blog?showall=&amp;start=6" class="toclink">Back to engagement</a>

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					<a href="/blog/103-blog?showall=&amp;start=7" class="toclink">Be Inspired</a>

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					<a href="/blog/103-blog?showall=1&amp;limitstart=" class="toclink active"> All Pages</a>

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<h1 style="text-align: center;"><span style="font-size: xx-large;"><br />THE FLAT WHITE BLOG</span></h1>
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<p><img src="images/Blog/Flatwhiteblog.jpg" border="0" alt="The Flat White " title="The Flat White" width="381" height="254" /></p>
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<h2><span> </span></h2>
<h2><span>The flat white is the best hot beverage ever invented, right? So, grab  a flat white and a few opinions and we'll have some great debate, learn from each other and hopefully enrich our lives through thinking about work differently as a result.</span></h2>
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<h1><strong>Engagement</strong></h1>
<hr />
<p>Author: Matt Chipper, 3 March 2012</p>
<p>Link to source article: <a href="http://www.bis.gov.uk/files/file52215.pdf" title="The McLeod Report">McLeod Report</a> </p>
<hr />
<p>To date, the McLeod report is the most seminal and important piece of research I have read on engagement. The meta-analysis commissioned by the UK Government covers the results of research from Universities, HR Consulting firms to multi-nationals across the globe. It provides an overwhelming amount of evidence linking engagement to performance.</p>
<p>Interestingly (and unsurprisingly), even in this report there is clear acknowledgement that there is no agreement on what engagement actually is. Perhaps overly simplistically, the definition I would posit is:</p>
<p style="text-align: center;"><em>"engagement is the extent to which people have freedom of choice in their work". </em></p>
<p>Building on this definition (and borrowing somewhat from Maslow), the following could be considered pre-requisites when seeking to understand and assess engagement at work:</p>
<p><img src="images/Blog/Engagement%20Model2.png" border="0" alt="Engagement Model" title="Engagement Model" width="500" height="361" style="display: block; margin-left: auto; margin-right: auto;" /></p>
<h3>Freedom of Choice </h3>
<p>For people to be engaged in their work they need to be able to exercise freedom of choice. In other words, the degree of choice they have:</p>
<ol>
<li>to obtain skills in something they want to do, enjoy and are good at</li>
<li>to freely exercise these skills in situations they want to be in, for people they want to work for and with</li>
<li>in the way they are recognised and/or rewarded for the outcomes they deliver</li>
</ol>
<h3>Trust </h3>
<p>Freedom of choice is predicated on trust. Trust depends on the capability of a leader to establish clear goals and expectations. Workers in turn need to deliver results that meet or exceed these expectations. Without trust there is often a temptation for leaders to micro-manage or find someone else to complete the work. This is a one track route to disengagement and poor performance. Seasoned leaders provide clear direction and support in learning new skills (without micromanaging) and demonstrate that they trust people who work with them from the outset. </p>
<h3>Capability and Attributes</h3>
<p>Trust is predicated on our ability to learn and apply appropriate capabilities and personal attributes in the delivery of outcomes:</p>
<p><strong>1. Capabilities (i.e. the skills needed to deliver great outcomes)</strong></p>
<ul>
<li>For leaders this is about inspiring, establishing clear expectations and providing timely support and feedback.</li>
<li>For workers this is about the ability to learn and apply skills to deliver against or beyond the leaders expectations.</li>
</ul>
<p><strong>2. Attributes (How outcomes are delivered)</strong></p>
<p>There are three key attributes that are needed to build trust:</p>
<p><strong>i. Self awareness</strong>. This happens when people know how and when to:</p>
<ul>
<li>listen and follow</li>
<li>lead, challenge and create</li>
</ul>
<p><strong>ii. Self Regulation</strong>. This happens when people use self-awareness to appropriately:</p>
<ul>
<li>listen and follow</li>
<li>lead, challenge and create</li>
</ul>
<p><strong>iii. Responsibility. </strong>This happens when people:</p>
<ul>
<li>do what they say they are going to do</li>
</ul>
<p>Beyond the basics of work environment, location and reward; if we are looking at the key drivers for engagement and high performance I posit that freedom of choice, trust, self awareness, self regulation and responsibility are the five core areas we should focus our attention on. </p>
<p></p>
<br /> 
<h1><strong>Work freedom<br /></strong></h1>
<hr />
<p>Author: Matt Chipper, 3 March 2012</p>
<p>Link to source: <a href="http://en.wikipedia.org/wiki/International_rankings_of_New_Zealand" title="Wikipedia New Zealand International Rankings ">Wikipedia</a></p>
<hr />
<p>New Zealand has recently been ranked no. 4 in the world for economic freedom and are also rated as having the lowest levels of corruption, globally. </p>
<p>On the surface, I believe for those of us living in New Zealand) that at the moment we do live in a very free society and for the most part we can make whatever choices we want for our lives. Yet, I find it strange that from this relative utopia of freedom and trust that many of our societal patterns are still so uniform. In particular, related to work. I know we are not unique in this regard, but I've thought about this quite a bit and some of my questions are:</p>
<ol>
<li>Why do the majority of us work 9-5, 5 days per week?</li>
<li>Why do we work for employers and not for each other?</li>
<li>Why do most of us work with people we have not chosen to work with?</li>
<li>Why must people retire at age 65? (Especially when today in New Zealand, for every four people in working age there will be one of pension age, three by the mid 2020s and only 2.4 in 2050. Link to reference <a href="http://www.nzherald.co.nz/business/news/article.cfm?c_id=3&amp;objectid=10812452" title="Herald Article">here</a>). </li>
<li>Why (in the main) is it easier to get a mortgage with a salaried job?</li>
<li>Why do most of us go to the same geographic location to perform our work? </li>
</ol>
<p><img src="images/Blog/ninetofive.jpg" border="0" alt="ninetofive" title="ninetofive" width="300" height="266" /></p>
<p>Some of the things we do in the way we work, just do not make sense (to me). We have the freedom to change them, but in the main we don't. I come to the conclusion that there are some fairly well established social norms and economic systems in place that make it pretty tricky to do anything except fit in. </p>
<p>This is not necessarily anyone's fault, but perhaps these norms are more prevalent today through their evolution from military and industrial workforce design principles. With technology enabling a more networked society I hope that I will see in my lifetime much more divergent patterns of work emerging that particularly reward delivery of outcomes, rather than hours spent 'working'; and wherever possible, enabling better utilisaiton of the knowledge of our elders in the training and development of young people. </p>
<br />
<h1><strong><a name="future"></a>The future of work</strong></h1>
<hr />
<p>Author: Matt Chipper, 8 March 2012</p>
<p>Link to sources: <a href="http://hbr.org/search/Michael%20E.%20Porter/0/author">Michael E. Porter</a> <a class="author" href="http://hbr.org/search/Mark%20R.%20Kramer/0/author">&amp; Mark R. Kramer</a> <a href="http://hbr.org/2011/01/the-big-idea-creating-shared-value" title="Rethinking Capitalism">(2011) Rethinking Capitalism, Harvard Business Review</a></p>
<p>                       <a href="http://www.amazon.co.uk/Empty-Raincoat-Making-Sense-Future/dp/0099301253" title="Empty Raincoat">Handy, C. (1994)<em>The Empty Raincoat</em>: Making Sense of the Future, Hutchinson, London.</a></p>
<hr />
<p>Organisation's and society are already shifting focus from minority ownership to co-operative shared resourcing models; from traditional work patterns and control structures to releasing their people from the bricks and mortar that have contained them in the past. It seems obvious to me that a shared resourcing model (Porter, 2011) based on outcomes, not hours (Handy, 1994) are at the heart of this change.</p>
<p>Returning to thoughts on engagement and personal freedom, our workplaces over the last 100 years (modelled on post-industrial and military workforce design) have struggled to enable this. To this end, I do not question the importance of engagement and finding meaning in what we do at work, but I do question the capacity of organisations as we know them to meet the needs of an engaged and productive society in the future.</p>
<p>The following are the key differences I see in the global workforce of the future:</p>
<p> </p>
<table border="1" cellspacing="0" cellpadding="0">
<tbody>
<tr>
<td valign="top" width="283">
<h3> The Current State</h3>
<h3> The Job led Economy</h3>
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<p> </p>
</td>
<td valign="top" width="283">
<h3> The Future State</h3>
<h3> Global Project led economy</h3>
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</tr>
<tr>
<td valign="top" width="283">
<ul>
<li>Work based on hours, (typically 9-5, 5 days per week).  </li>
</ul>
</td>
<td valign="top" width="41"> </td>
<td valign="top" width="283">
<ul>
<li>Work based on outcomes (not hours)  </li>
</ul>
</td>
</tr>
<tr>
<td valign="top" width="283">
<ul>
<li>Uniform work patterns. </li>
</ul>
</td>
<td valign="top" width="41"> </td>
<td valign="top" width="283">
<ul>
<li>Diverse / flexible work patterns. </li>
</ul>
</td>
</tr>
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<td valign="top" width="283">
<ul>
<li>The workforce is organised and led by one single owner or a minority of the total workforce. </li>
</ul>
</td>
<td valign="top" width="41"> </td>
<td valign="top" width="283">
<ul>
<li>Community led labour force / shared ownership.  </li>
</ul>
</td>
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<td valign="top" width="283">
<ul>
<li>A geographically centralised workforce (typically in city centres). </li>
</ul>
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<td valign="top" width="41"> </td>
<td valign="top" width="283">
<ul>
<li>Decentralised work hubs (outside of city centres).  </li>
</ul>
</td>
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<td valign="top" width="283">
<ul>
<li>Access Local workforce (for the most part) </li>
</ul>
</td>
<td valign="top" width="41"> </td>
<td valign="top" width="283">
<ul>
<li>Access to global workforce. </li>
</ul>
</td>
</tr>
<tr>
<td valign="top" width="283">
<ul>
<li>Life based on workforce design. </li>
</ul>
</td>
<td valign="top" width="41"> </td>
<td valign="top" width="283">
<ul>
<li>Work based on lifestyle design<strong>. </strong></li>
</ul>
</td>
</tr>
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<td valign="top" width="283">
<ul>
<li>Job security (through someone / something else (e.g. owner / entity). </li>
</ul>
</td>
<td valign="top" width="41"> </td>
<td valign="top" width="283">
<ul>
<li>Security through self and community.  </li>
</ul>
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<td valign="top" width="283">
<ul>
<li>Forced retirement at 65. </li>
</ul>
</td>
<td valign="top" width="41"> </td>
<td valign="top" width="283">
<ul>
<li>Opt out or in in later life (mentoring or working as a guru). </li>
</ul>
</td>
</tr>
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<td valign="top" width="283">
<ul>
<li>Education before working. </li>
</ul>
</td>
<td valign="top" width="41"> </td>
<td valign="top" width="283">
<ul>
<li>Education throughout life. </li>
</ul>
</td>
</tr>
<tr>
<td valign="top" width="283">
<ul>
<li>Work completed through hierarchy / organisational structures </li>
</ul>
</td>
<td valign="top" width="41"> </td>
<td valign="top" width="283">
<ul>
<li>Can be used within and outside of existing organisational structures. </li>
</ul>
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<td valign="top" width="283">
<ul>
<li>Career typically linear and based on organisational progression / promotion.  </li>
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<td valign="top" width="41"> </td>
<td valign="top" width="283">
<ul>
<li>Career based on skill development / expertise ratings for projects completed. Careers not linear. </li>
</ul>
</td>
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<td valign="top" width="283">
<ul>
<li>Performance / success is derived from Manager performance ratings. </li>
</ul>
</td>
<td valign="top" width="41"> </td>
<td valign="top" width="283">
<ul>
<li>Performance ratings through online community ratings (linked to completed projects / contributions) and referral. </li>
</ul>
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<br />
<h1><strong>Organisations<br /></strong></h1>
<hr />
<p>Author: Matt Chipper, 12 March 2012</p>
<p>Link to source: <a href="http://www.fourhourworkweek.com/blog/overview/" title="The Four Hour Work Week, Timothy Ferriss">Ferriss, T. (2009)<em> "The Four Hour Work Week"</em>, Random House Publishing.</a></p>
<p><em>Maverick! : The Success Story Behind the World's Most Unusual Workplace</em> by <a href="http://en.wikipedia.org/wiki/Ricardo_Semler" title="Ricardo Semler">Ricardo Semler</a>, 1993 : Warner Books). </p>
<hr />
<p>This is not just about workers. There are already very real commercial advantages for larger entities / organisations who are adapting to shifts in work patterns already mentioned in the previous <a href="blog/103-blog?showall=&amp;start=3" title="The future of work">blog article</a>. There is no doubt that there will still be a need for a large / scalable and committed workforce design models, but does it need to be a uniform pattern of 9-5, 5 days per week?</p>
<p>Ferriss (2009) has some very interesting ideas about how people can be more effective with the time they have, in his book entitled "The Four Hour Work Week". Surely if people can work 4 hours a week, there are significant gains that organisations could make from adopting a similar philosophy with the people they engage to perform work on their behalf. With significantly reduced overheads (including for example such as office space and equipment) and lower compliance costs associated with employment of a traditional full-time workforce (who, waste an inordinate amount of time and resource commuting to overcrowded city centres) surely this is a very viable option and impetus for change within organisations as we know them today.</p>
<p>Further, to see how a radical shift in thinking about how organisation's can better empower their people to share resources and make decisions in a more collective way, I would encourage you to read Maverick (referenced above) by <strong>Ricardo Semler</strong> who is the CEO and majority owner of SEMCO SA, a Brazilian <a href="http://en.wikipedia.org/wiki/Brazil" title="Brazil"></a>company best known for its radical form of industrial democracy<a href="http://en.wikipedia.org/wiki/Industrial_democracy" title="Industrial democracy"></a> and corporate re-engineering. <sup id="cite_ref-1" class="reference"><a href="http://en.wikipedia.org/wiki/Ricardo_Semler#cite_note-1"></a></sup>Under his ownership, revenue has grown from US$4 million in 1982 to an expected operating profit of US$540.6 billion in 2012. </p>
<br />
<h1><strong>De-city-ising</strong></h1>
<hr />
<p>Author: Matt Chipper, 14 March 2012</p>
<p>Link to source: <a href="http://www.fourhourworkweek.com/blog/overview/" title="The Four Hour Work Week, Timothy Ferriss">Ferriss, T. (2009)<em> "The Four Hour Work Week"</em>, Random House Publishing.</a> </p>
<hr />
<p>In my mind, it does not make much sense for societies, that we are all in a pattern of going to and leaving work at the same time; within a concentrated geographic area. De-centralised work hubs are evolving away from city centres and I envisage this change will only get stronger as we de-city-ise and focus on local communities, whilst at the same time becoming more globally connected. </p>
<br />
<h1><strong>Talent fluidity</strong></h1>
<hr />
<p>Author: Matt Chipper, 17 March 2012</p>
<p>Link to source: <a href="http://www.ere.net/2012/10/24/how-linkedin-is-eating-the-recruitment-industry/" title="How Linkedin is eating the recruitment industry">Overell, M. (2012)</a><em><a href="http://www.ere.net/2012/10/24/how-linkedin-is-eating-the-recruitment-industry/" title="How Linkedin is eating the recruitment industry"> "How Linkedin is eating the Recruitment Industry". ERE Blog</a></em><a href="http://www.fourhourworkweek.com/blog/overview/" title="The Four Hour Work Week, Timothy Ferriss"><br /></a></p>
<hr />
<p>Talent will be a much more fluid resource in the future. Trying to own people and make money from buying and selling them (because you have been the primary facilitator of a connection) will become outdated as future generations learn how to connect, work with and better engage with each other. Not discounting the importance of the social need to connect and work with others, the internet will and is playing a significant role in transforming this industry.</p>
<p>Michael Overell has collated some very interesting research in his blog entitled How Linkedin is eating the recruitment industry. He postulates that c<span class="c0">ompanies are learning they can bypass recruitment agencies by directly accessing LinkedIn products themselves. And LinkedIn is releasing products, like </span><a href="http://www.ere.net/2011/10/18/linkedin-earns-cheers-for-its-useful-and-free-talent-crm/">Talent Pipeline</a><span class="c0">, designed to make this easier. </span><span class="c0">With every new member, and every new piece of information, these products become more valuable to employers. The examples he provides are compelling, with:</span></p>
<ol class="c15" start="1">
<li class="c2"><span class="c0 c11">Pfizer </span><span class="c14 c0"><a class="c4" href="http://www.forbes.com/sites/joshbersin/2012/07/15/could-facebook-recruiting-hurt-linkedin-not-as-easy-as-you-think/">reporting</a></span><span class="c0"> up to 40% of its candidates come through LinkedIn; and</span></li>
<li class="c2"><span class="c0 c11">Accenture </span><span class="c14 c0"><a class="c4" href="http://money.cnn.com/2010/03/24/technology/linkedin_social_networking.fortune/">planning to hire</a></span><span class="c0"> 40% of 50,000 new staff through LinkedIn and Twitter.</span></li>
</ol>
<p>Overell postulates that agencies are split into two camps, the innovators and the ostriches. Without investment in and differentiating service offerings based on expertise in sourcing using technology channels, there is little doubt that database led / black book agencies of the past will not survive (in this form) in the future. </p>
<br />
<h1><strong>Back to engagement</strong></h1>
<hr />
<p>Author: Matt Chipper, 18 March 2012</p>
<hr />
<p>Engagement in work in the future is critical. But, it is not just about employees working in organisations. We need to  consider that engagement may in fact be more relevant outside of these structures. However, I very much believe that this change can come from within organisations. I am excited about being part of a time in history where we can be part of a monumental shift in the way we engage in designing the local and global workforce of the future.  </p>
<br />
<h1>Your Career. Why wait?</h1>
<p>Do what inspires you...<img src="images/Blog/fino-poster-02.jpg" border="0" alt="Career Coaching" title="Career Coaching" width="600" height="837" /></p>
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