SlideShare une entreprise Scribd logo
1  sur  5
Télécharger pour lire hors ligne
040 INTRODUCING…




                                                               AGELESS
  U Benjamin Chaminade: Your distinguished career has
  included being president of an international company
  and director of diverse publicly listed companies. More
  recently you have become an author. What perspective do
                                                               WISDOM
                                                                  Benjamin Chaminade talks to
                                                                 consultant, director and author
  you bring to your new book, Rewire or Rust?
  Robert Critchley: It emphasises the importance of the link          Robert K Critchley about
  between HR and the CEO. Having passionate, motivated
  employees equals happy customers which results in more           dismantling age stereotypes.
  profit. The book focuses on helping Generation Xers and
  baby-boomers, addressing their work-life balance, career
  planning, and thinking through their goals and strategies.
  Whether it be to work less, work to live or live to work,     U I’m trying to formulate a new generational classification (see ‘Generation
  plan for retirement, or put your career on a downshift,       Gap’, hrmonthly, October 2005) because, for example, a baby-boomer here is
  the book helps the reader plan their life.                    the same as a Gen X or Y in France. That’s why I’ve developed a new way of
                                                                thinking about this based on the career cycle, from the first year of work to
  U Are the Gen X and baby-boomer classifications still         retirement. People follow a cycle of four steps, and it’s working everywhere,
  applicable?                                                   from the US to Australia, from Morocco to France.
  I feel a little frustrated because we were using the same        You are first an Explorer. They could be defined as Gen Y, but not only,
  age groupings four years ago. The Gen X who was 32            because there are a lot more people in their 40s or 50s who want a new career.
  is now 36. And if I’m 38 and you’re 42, for example,          They’ve had enough of what they’ve been doing and want something different,
  you’re a boomer and I’m a Gen X, but we don’t think           but they don’t know why, so they explore. Then you have the Experts. They want
  differently. It’s getting very grey… I’ve met people aged     to become the best-in-field. They don’t mind which company they work for, it’s
  30 who act and think like a 60-year-old. We went to           about knowledge. Then you have the Professionals who are much more driven
  a concert recently and witnessed a 62-year-old by             by prestige and the brand name of the company. “Even if I have a broom and a
  the name of Mick Jagger who acts and thinks like a            PhD, I’m okay because I know in two years or 15 years I’ll still be there. At the
  30-year-old.                                                  end you have the Passionates, driven by something else—it could be work, but
    I think the terms are useful for understanding the dif-     it could also be their kids, or a passion for…
  ferences between people. The most important thing is          And it can be at any age?
  not to run your life by “I’m a Gen X and I must live this
  way”. Understand that people are thinking differently,        U Yes. At any age and you can be a bit of an Expert and a Passionate, a bit of
  because so often the generational myopia is such that         an Explorer and a Professional. The thing is, I’m not putting people in boxes
  we think everyone thinks like we do. There is value in        any more. I’m trying to give directions for their life depending on what they
  understanding the way different generations think and         are expecting.
  act—understand but don’t try to typecast.                     And you can move between one and another. I agree, we need to look at the
                                                                person, not their birth certificate!

            “…so often the generational                         U Yes, and you change from one to the other or being a bit of this and that.
                                                                That’s how I feel. Here’s an example of growing up in Peru or growing up in
             myopia is such that we think                       Australia. This is the first generation in the history of Australia that has grown
                                                                up in an environment and reached their 50s largely unscathed by war, disease
             everyone thinks like we do.”                       or famine. Most people 50 or less haven’t experienced these traumas.

  HRMONTHLY JUNE 2006
INTRODUCING… 041




                                                                                                                                                               Left: Robert Critchley;
                                                                                                                                                        Right: Benjamin Chaminade




                                I was speaking on my research in Peru                                            Put simply, if I’m going to live until 90 and I retire early at
                              late last year and only 20 per cent of                                             55, then I’ll probably have spent 35 years in the workforce
                              the Peruvian population of 25 million                                              and 35 years watching Home and Away. So I need to work
                              is in the formal workforce. So 80 per                                              longer to build up the savings I need to have an acceptable
                              cent, whether they be six or 60, have no                                           living standard for my potentially longer retirement.
                              understanding of what a career is. They                                              Looking at the ageing workforce, many companies
                              don’t know what a Gen Y or X is. All they                                          are discovering a shortage in their skills base, and many
                              know about is survival, all their life. And                                        organisations are being reactive and not proactive. But
                              it doesn’t change as they age. They just                                           some companies are very positive. I am the chairman of a
                              get greater survival instincts.                                                    facilities management group, Thomas & Coffey Limited,
                                I often ridicule the differences between a 38-year-old
                              and a 42-year-old where they are typecast differently.      “We need to look       operating in coal mines and ports. Last year with our
                                                                                                                 graduate intake at Wollongong, we took on two 34-year-
                              Why is it that someone over 40 can’t always get an inter-
                              view with some recruitment companies? It’s absurd.          more widely and give   old mature-age apprentices because we’re recognising
                                                                                                                 that they have a 30-year plus work life. And there’s a

                              U In your book, Doing nothing is not an option, you note
                                                                                          a greater number of    shortage of young people. If you go to the coal mine areas
                                                                                                                 in the Bowen Basin in Queensland, the skills shortage
                              research from two years ago by DBM which says that
                              55 per cent of companies polled had no plan in place to
                                                                                          people a chance.”      is phenomenal. People have to be creative, flexible and
                                                                                                                 work out different ways to recruit and retain people.
                              retain or attract workers aged 50 and over. Has anything                             But there are still a lot of employers in this country
                              changed?                                                                           who don’t realise that the next five years in the work-
                              Very little from my research. There’s no doubt that the                            force are going to be totally unrelated to the last 30
                              focus on the aged worker is getting more front-page                                years because we have more people leaving than join-
                              coverage. Two years ago, if I was looking to read about                            ing. We need to recognise the enormous number of
                              our ageing population, I may have located a small article                          older workers capable of working in their 50s, 60s and
ILLUSTRATION: SARA ANDERSON




                              on page 17. The worker shortage has now become                                     70s. Something like only 15 per cent of jobs in Australia
                              front-page.                                                                        today are manual, so many are based on intelligence.
                                I’ve been working over the last year on an age manage-                             The most powerful woman in the United Kingdom is
                              ment project for the Australian Government, addressing                             Queen Elizabeth. The most powerful man in the United
                              the need to continue employing older workers longer                                States until a few months ago was Alan Greenspan. Both
                                                                                                                                                                                         >




                              and the need for people over 50 to keep working longer.                            are in their 80th year!

                                                                                                                                                          HRMONTHLY JUNE 2006
042 INTRODUCING…




                                                                     >
                                                                     ROBERT K
                                                                     CRITCHLEY
                                                                     Now based in NSW, Robert
                                                                     K Critchley helps business
                                                                     organisations develop strategies
                                                                     to ensure employees are
 >




       Not all those older workers want to be the bosses.            motivated, passionate and              45 years of age. We’ve listened to our staff through
     They may wish to downshift and think of their career            achieving work-life balance. He        surveys and recognised that we need to create a flex-
     not as going up a hill and falling off the cliff as they        is also a director of consultancy      ible work environment, because many of those women
     retire, but more like a bell curve. You’re going up the         company Worklife International.        have children, grandchildren and parents to care for.
     left side and then at some point in your life—at 30, 40,           In his prior corporate role, he     They need to be able to work in a flexible environ-
     50 or 60—you start to phase down the right side of the          was international president of         ment, so we have a large percentage of staff as per-
     bell to where you might work three days a week at 65            DBM Inc, an outplacement and           manent part-time.
     and two days a week at 70 and keep going.                       career management company                That may sound very nice, but let me talk about it
       We can’t do anything about getting people to have             responsible for business               from a practical business perspective. You want to cre-
     more children in the short term. In 1961 each female            operations in 49 countries.            ate an environment for your staff so they come to work
     on average had 3.75 children and today it’s 1.75. There’s       Critchley started and developed        on Monday feeling passionate about their job, saying
     a 20-year lag time if we want to increase birth rates.          the DBM business under licence         this is the place I want to be. That translates into very
     However, we have a lot of people who are on welfare,            in Australia, then sold it to the      happy staff, satisfying customers who want to come
     single mums, people with disabilities, and all those            US parent. He also served as           back. Noni B has increased profits on average over 30
     women who’ve been out of the workforce a long time              Asia-Pacific president for DBM.        per cent a year in the last four years in a tough retail
     have been doing a lot of multi-skilling—raising a fam-             Earlier in his career, he was       environment. Happy staff equals happy customers
     ily, living on a limited budget, being a partner—with no        in the banking industry for more       equals happy shareholders.
     performance reviews or salary increases. There’s a huge         than 20 years, mainly in Australia
     potential workforce capable of participating.                   and the UK. He also developed          U What were the two or three main things you used to
       We need to look more widely and give a greater                a specialist business focusing         help them change?
     number of people a chance. We can certainly outsource           on corporate turnarounds and           I cannot take credit for a special culture that has existed
     jobs to lower-cost countries, which we are doing, but we        training.                              for 30 years. We had detailed staff surveys and recog-
     need to rethink what we are trying to achieve and think            He is chairman or director          nised our people needed flexibility. The founder and
     in terms of flexibility. It’s not just the person of 55 who     of several companies listed on         CEO, Alan Kindl, makes a very important statement
     may want to scale back to three days a week. It may be a        the Australian Stock Exchange,         to all our staff: “Your family is the most important
     person at 32 who wants to drop out and go backpacking           in equipment hire, facilities          thing in your life, and we can never be that. We want
     for a year around Europe, or have some children and             management, fashion retail,            to promote flexibility so you’re coming to work on
     work two days a week for five years and recommence              transport and construction.            terms that work for you.”
     her career later on. Maybe a person wants to work part-            Critchley has written the books       Secondly, we provide continuous development—
     time so they can do a second degree.                            Rewired, Rehired or Retired?           making sure you are being up-skilled and working
       One example is my solicitor in Sydney. His assistant          (2002) and Doing Nothing Is Not        smart in your environment. Thirdly, we have a very
     wasn’t in the office and I asked where he was. I was            An Option—Facing the Imminent          strong values culture, observing strong family values
     told he’s backpacking around Europe for a year with his         Labour Crisis (2005). His new          which emanate from the founders and their family
     girlfriend. I said “That’s a shame” and my solicitor said       book, Rewire or Rust, will be          (who are all in the business).
     “No, it’s not. He’ll come back after a year and resume          released in the next month or two.
     his career and be motivated.”                                                                           U Will companies and sectors with bad HR practices
       We need to create flexible work environments for all                                                  suffer from the skills shortage more than the others?
     our employees.                                                                    If they’re not suffering now, they’re going to be. The days of bullying your
                                                                                       staff and autocratic management must come to an end. The words I hear
     U Is this your silver-bullet solution for the skills shortage                     CEOs express—“We want to be an employer of choice”—are the most
     in Australia?                                                                     misused words I’ve experienced in the business world in the last decade. It’s
     Yes. I’ll give you another example. I’m a director of                             time for CEOs to walk the talk and fortunately some are—however, some
     Worklife International, which focuses on internal coach-                          are not.
     ing, career development, and the retention and motiva-                              I believe the Gen Xs and Ys—if we’re going to define them—are smarter
     tion of people. I’m able to put my views into practice                            than the boomers. The boomers applied for a job and if they got offered it,
     because I’m also a director of companies listed on the                            said, “Great, when do I start?” The Xs and Ys ask, “What is your vision?
     stock exchange.                                                                   What is your commitment to society? Where do you believe you’re going?
       I’m honoured to be Chairman of Noni B, the fashion                              Why should I work with you for the next five years? What value-added will
     group, with 190 stores around Australia. Noni B’s focus                           I/we bring to the community?”
     is the 35-plus female demographic. Ninety-nine per                                  This is awesome—a whole different attitude coming through. Employers
     cent of our staff are female and 50 per cent are over                             who are proactive and truly want to create an environment where people

  HRMONTHLY JUNE 2006
INTRODUCING… 043




want to come to work, where they’re passionate, where we focus on their      U What impact will the new, adversarial industrial rela-
needs to make sure they have a good work-life balance, they have continu-    tions legislation have on these good things that need to
ous learning in an environment that fits with their family environment—for   happen—happy workplaces, etc?
those employers who are proactive, word-of-mouth will prevail. Because we    Not for one second do I profess to be the expert, but I
always tell our friends which employers are good and not so good.            do feel positive about it for a few reasons. You’ll never
  The people who stick to the old ways are going to get caught out. Some     stop a bad employer and make them a good employer,
companies are going to find that their prosperity suffers. They might not    but this groundswell of changing demographics, where
even survive.                                                                we have skills shortages because we’re having fewer
                                                                             children and living longer, is going to make employers
U There are more recruitment companies in Australia,                         realise that they have to create a positive environment
with 20 million people, than in France where we have 70                      for their staff. Treat them badly and staff over the next
million people. What is the recruitment companies’ role?                     five years will have a lot more employment options
Do they need to change focus?                                                than the staff of the last five years, and they won’t stay
The smart recruitment companies are being similarly                          with you.
proactive. Often recruitment companies get a brief from                        The other positive side of the new IR legislation is
their customer that includes a job description—we want                       that it gives the employer greater flexibility to create
the person to be under 40, etc. Even though they’re not                      a structure that suits the employee. For example, for
supposed to say that, they do.                                               a mum who can work 9–3.30, but has to take the kids
  Many recruitment companies accept the brief and                            to school and pick them up and seeks employment, it
go out to find someone to fit the description. But the                       should be easier in some circumstances.
really professional companies are reviewing the brief and                      There will be people who will abuse the IR legisla-
going back to their customer and educating them. They                        tion, but my gut feeling is that, when we look back
highlight that, if there are two applicants 35 and 55 and                    in two or three years, we’ll say there are some good
the job is technical, then they can both do it.                              things here. I’m being totally non-political in making
  And some jobs can be accomplished from a home                              this comment.
office. An estimated 20 million people in the US are
working online from a home office. In Europe, the fig-                       U In terms of your own career, how did you get from bank-
ure is about 43 million, and close to two million people                     ing to where you are now?
in Australia. We need to assess whether Mary has to                          I joined the bank when I was 16 and did my studies
come into the office every day, and does she have to                         after we were married. But at 41 I was bored, and I was
work full-time or part-time?                                                 helping friends who had a business that was failing, in
                                                                             my spare time. I helped them save the business for
                                                                             free, then friends of friends asked me to do the same.
“This is awesome–a whole                                                     All of a sudden I had a business. I still worked at the
                                                                             bank for two days a week for nine months. I was pursu-
different attitude coming                                                    ing my passion, which was helping people and busi-

through.”                                                                    nesses prosper together. Then I started DBM as a
                                                                             licensee, built it up and sold it to the parent, then took
                                                                             on a global role.
                                                                               I have fun with what I do. I don’t regard it as work.
                                                                             I have a balanced life. I like to speak and share my
                                                                             research, and I’m speaking in Fiji next week at a confer-
                                                                             ence—and nobody believes I’m working! I’m going back
                                                                             to Latin America, where my books have been translated
                                                                             for presentations.
                                                                               I can talk about my research, consult, and help people
                                                                             in not-for-profit organisations. I work with companies
                                                                             as a director or chairman. I also like skiing, hiking and
                                                                             playing tennis. Most importantly, I have more time for
                                                                                                                                          >




                                                                             my family.


                                                                                                                  HRMONTHLY JUNE 2006
044 INTRODUCING…




     “They are identifying people who                                                                     I spend a lot of time talking to organisations, and there
                                                                                                        are wonderful entrepreneurial, visionary leaders out

     are going to be tomorrow’s leaders,                                                                there, and I feel confident. But I regard them as the
                                                                                                        minority and we need to spend a lot more time educat-

     and they can be 25 or 55.”                                                                         ing some of our leaders in how to be leaders. There are
                                                                                                        a lot of managers, but not too many leaders. I’ll possibly
                                                                                                        receive some rude phone calls now!
 >




       Writing Rewired, Rehired or Retired (2002) was a life-changing experience.
     I was travelling five months of the year around the world as international                         U Where does learning to lead begin?
     president of DBM, and my family would drop me an email: “Page 42,                                  Some people may be natural leaders—they were cap-
     par 4—this can’t be you?” I realised from that and a couple of unpleasant                          tain of the netball or football team at school. But not
     personal experiences, including 9/11—I was in New York that day—that                               everyone can be the captain and we need to spend more
     there’s more to life. It made me stop travelling so much, rethink my career                        time developing leadership skills... There’s an old book,
     and stop working crazy hours. I’ve scaled back.                                                    The Peter Principle (by Laurence Peter, first published
       What I’m describing is the me of today. The me of                                                in 1969), that says people are promoted to their level of
     four years ago wasn’t very smart.                                                                  incompetence, and that still stands today. Someone
       That’s why I think HR professionals have an enormous                                             who’s a star gets to go to the next stage, but because
     contribution to make. We have the CEO and the CFO,                                                 you’re the best player on the team doesn’t mean you’re
     but the head of HR should be linked closely with those                                             going to be the best coach. Leaders should re-read The
     two—because people are the one sustainable differen-                                               Peter Principle.
     tiator you have. They are your one major asset, the one                                              I also think we need to put leadership into the cur-
     that differentiates you and helps you create a culture                                             riculum in schools and universities, and at the early
     that’s different from your competitors. We can all copy                                            stages of induction and development when people join
     competitors products, but we can’t copy the people.                                                organisations.
                                                                   >


                                                                                                          At Worklife International, we do a lot of work in that
     U Where are the HR gurus? There are many for manage-                                               area—helping companies identify where their talent for
     ment, but why not HR?                                                                              tomorrow is.
     In Australia HR has not always been treated so well. The                                             Theoretically we’re looking for tomorrow’s leaders,
     multinationals and Australian companies downsized their                                            but, unless you have very good systems and proce-
     HR departments in the late-1990s, and at the CEO level                                             dures in place, someone can be hidden away in the Port
     there’s not always enough appreciation of the difference
     between someone who walks in on Monday highly moti-           BENJAMIN                             Hedland branch of your organisation because their boss
                                                                                                        thinks they’re good but doesn’t tell anyone else.
     vated, with a productivity level of 200 per cent, and
     someone who walks in with problems at home, who               CHAMINADE                              At Coates Hire, CEO Malcolm Jackman has imple-
                                                                                                        mented a strategy for a leadership development pro-
     doesn’t like their job and is thinking of other things they   Benjamin Chaminade, the director     gram. They are identifying people who are going
     want to do, and has productivity of 10 per cent. You don’t    of InsideHR, is a consultant and     to be tomorrow’s leaders, and they can be 25 or 55.
     have to be an accountant to work out the difference to        author who specialises in talent     They’re the best people. It’s ability-driven, not age-
     the bottom line. We see it in companies so often.             management and human capital         driven.
                                                                   strategic development. He began
                                                                   his consulting career in France,
                                                                   where he is a best-selling author,
                                                                   before moving to Australia three
                                                                   years ago.
                                                                      He has written several books
                                                                   including Skill Management and
                                                                   Employer of Choice Best Practices.
                                                                   Chaminade’s latest book, HR as a
                                                                   key element in a quality culture,
                                                                   was recognised as the ‘Best
                                                                   Management and Performance
                                                                   Book’ by HR managers in France.

     HRMONTHLY JUNE 2006

Contenu connexe

Similaire à Ageless Wisdom

Managing Multi Generation Workforce
Managing Multi Generation WorkforceManaging Multi Generation Workforce
Managing Multi Generation WorkforceDivya Watson
 
Understanding Generation Y
Understanding Generation YUnderstanding Generation Y
Understanding Generation YSteffi Burkhart
 
Austin Benn - How to deal with a multi-generational workforce
Austin Benn - How to deal with a multi-generational workforceAustin Benn - How to deal with a multi-generational workforce
Austin Benn - How to deal with a multi-generational workforceJade Webster
 
The Next Generation Of Workers
The Next Generation Of WorkersThe Next Generation Of Workers
The Next Generation Of WorkersOgroup
 
Why Generation Y should and can start a revolution
Why Generation Y should and can start a revolutionWhy Generation Y should and can start a revolution
Why Generation Y should and can start a revolutionMartine Verweij
 
Standard Life Rerun Generation Report
Standard Life Rerun Generation ReportStandard Life Rerun Generation Report
Standard Life Rerun Generation ReportTeamspirit PR
 
Multigenerational Workforce Mar10
Multigenerational Workforce Mar10Multigenerational Workforce Mar10
Multigenerational Workforce Mar10karenepp
 
Multigenerational Workforce
Multigenerational WorkforceMultigenerational Workforce
Multigenerational WorkforceMARTSCOT
 
A Study On A Peek Into Retirement
A Study On A Peek Into RetirementA Study On A Peek Into Retirement
A Study On A Peek Into RetirementBeth Johnson
 
Reaction Paper On Millennials
Reaction Paper On MillennialsReaction Paper On Millennials
Reaction Paper On MillennialsDonna Castro
 
The Reflection Of A Generational Differences In Leadership
The Reflection Of A Generational Differences In LeadershipThe Reflection Of A Generational Differences In Leadership
The Reflection Of A Generational Differences In LeadershipVeronica Perez
 
Baby Boomers, Generation X, And Generation Y
Baby Boomers, Generation X, And Generation YBaby Boomers, Generation X, And Generation Y
Baby Boomers, Generation X, And Generation YRachel Walters
 
Consumer Insights from Asia Pacific created by Ogilvy & Mather
Consumer Insights from Asia Pacific created by Ogilvy & MatherConsumer Insights from Asia Pacific created by Ogilvy & Mather
Consumer Insights from Asia Pacific created by Ogilvy & MatherOgilvy & Mather Asia Pacific
 
Generational values in organizationa behavior
Generational values in organizationa behaviorGenerational values in organizationa behavior
Generational values in organizationa behaviorMilton Kumar
 
Generation X And Millennials In The Workplace
Generation X And Millennials In The WorkplaceGeneration X And Millennials In The Workplace
Generation X And Millennials In The WorkplaceMandy Hebert
 
Characteristics Of Generational Differences
Characteristics Of Generational DifferencesCharacteristics Of Generational Differences
Characteristics Of Generational DifferencesKimberly Brooks
 
Emerging Adult Development
Emerging Adult DevelopmentEmerging Adult Development
Emerging Adult DevelopmentSheri Elliott
 

Similaire à Ageless Wisdom (20)

Managing Multi Generation Workforce
Managing Multi Generation WorkforceManaging Multi Generation Workforce
Managing Multi Generation Workforce
 
Understanding Generation Y
Understanding Generation YUnderstanding Generation Y
Understanding Generation Y
 
Austin Benn - How to deal with a multi-generational workforce
Austin Benn - How to deal with a multi-generational workforceAustin Benn - How to deal with a multi-generational workforce
Austin Benn - How to deal with a multi-generational workforce
 
The Next Generation Of Workers
The Next Generation Of WorkersThe Next Generation Of Workers
The Next Generation Of Workers
 
Why Generation Y should and can start a revolution
Why Generation Y should and can start a revolutionWhy Generation Y should and can start a revolution
Why Generation Y should and can start a revolution
 
Standard Life Rerun Generation Report
Standard Life Rerun Generation ReportStandard Life Rerun Generation Report
Standard Life Rerun Generation Report
 
Career planning
Career planningCareer planning
Career planning
 
What's next?
What's next?What's next?
What's next?
 
Multigenerational Workforce Mar10
Multigenerational Workforce Mar10Multigenerational Workforce Mar10
Multigenerational Workforce Mar10
 
Multigenerational Workforce
Multigenerational WorkforceMultigenerational Workforce
Multigenerational Workforce
 
A Study On A Peek Into Retirement
A Study On A Peek Into RetirementA Study On A Peek Into Retirement
A Study On A Peek Into Retirement
 
Good To Great By James C. Collins
Good To Great By James C. CollinsGood To Great By James C. Collins
Good To Great By James C. Collins
 
Reaction Paper On Millennials
Reaction Paper On MillennialsReaction Paper On Millennials
Reaction Paper On Millennials
 
The Reflection Of A Generational Differences In Leadership
The Reflection Of A Generational Differences In LeadershipThe Reflection Of A Generational Differences In Leadership
The Reflection Of A Generational Differences In Leadership
 
Baby Boomers, Generation X, And Generation Y
Baby Boomers, Generation X, And Generation YBaby Boomers, Generation X, And Generation Y
Baby Boomers, Generation X, And Generation Y
 
Consumer Insights from Asia Pacific created by Ogilvy & Mather
Consumer Insights from Asia Pacific created by Ogilvy & MatherConsumer Insights from Asia Pacific created by Ogilvy & Mather
Consumer Insights from Asia Pacific created by Ogilvy & Mather
 
Generational values in organizationa behavior
Generational values in organizationa behaviorGenerational values in organizationa behavior
Generational values in organizationa behavior
 
Generation X And Millennials In The Workplace
Generation X And Millennials In The WorkplaceGeneration X And Millennials In The Workplace
Generation X And Millennials In The Workplace
 
Characteristics Of Generational Differences
Characteristics Of Generational DifferencesCharacteristics Of Generational Differences
Characteristics Of Generational Differences
 
Emerging Adult Development
Emerging Adult DevelopmentEmerging Adult Development
Emerging Adult Development
 

Plus de benjamin chaminade

Avenir du futur du monde du travail de demain - benjamin chaminade
Avenir du futur du monde du travail de demain  -  benjamin chaminadeAvenir du futur du monde du travail de demain  -  benjamin chaminade
Avenir du futur du monde du travail de demain - benjamin chaminadebenjamin chaminade
 
Engagement collaborateur benjamin chaminade
Engagement collaborateur benjamin chaminadeEngagement collaborateur benjamin chaminade
Engagement collaborateur benjamin chaminadebenjamin chaminade
 
Challenges du recrutement 2018 benjamin chaminade
Challenges du recrutement 2018 benjamin chaminadeChallenges du recrutement 2018 benjamin chaminade
Challenges du recrutement 2018 benjamin chaminadebenjamin chaminade
 
Convention KRYS - Benjamin Chaminade
Convention KRYS - Benjamin ChaminadeConvention KRYS - Benjamin Chaminade
Convention KRYS - Benjamin Chaminadebenjamin chaminade
 
Is Digital Learning useful or just a waste of time ?
Is Digital Learning useful or just a waste of time ? Is Digital Learning useful or just a waste of time ?
Is Digital Learning useful or just a waste of time ? benjamin chaminade
 
The work of tomorrow is already here = Engagement + responsibilisation
The work of tomorrow is already here = Engagement + responsibilisationThe work of tomorrow is already here = Engagement + responsibilisation
The work of tomorrow is already here = Engagement + responsibilisationbenjamin chaminade
 
Engagement generation y retail
Engagement generation y retailEngagement generation y retail
Engagement generation y retailbenjamin chaminade
 
Generation y trendemic chaminade
Generation y trendemic chaminade Generation y trendemic chaminade
Generation y trendemic chaminade benjamin chaminade
 
Enseignants etudiants consommateurs
Enseignants etudiants consommateursEnseignants etudiants consommateurs
Enseignants etudiants consommateursbenjamin chaminade
 
10 raisons de trouver un emploi
10 raisons de trouver un emploi10 raisons de trouver un emploi
10 raisons de trouver un emploibenjamin chaminade
 
Generation y chaminade mobile gen
Generation y chaminade mobile genGeneration y chaminade mobile gen
Generation y chaminade mobile genbenjamin chaminade
 

Plus de benjamin chaminade (20)

Avenir du futur du monde du travail de demain - benjamin chaminade
Avenir du futur du monde du travail de demain  -  benjamin chaminadeAvenir du futur du monde du travail de demain  -  benjamin chaminade
Avenir du futur du monde du travail de demain - benjamin chaminade
 
Engagement collaborateur benjamin chaminade
Engagement collaborateur benjamin chaminadeEngagement collaborateur benjamin chaminade
Engagement collaborateur benjamin chaminade
 
Challenges du recrutement 2018 benjamin chaminade
Challenges du recrutement 2018 benjamin chaminadeChallenges du recrutement 2018 benjamin chaminade
Challenges du recrutement 2018 benjamin chaminade
 
Convention KRYS - Benjamin Chaminade
Convention KRYS - Benjamin ChaminadeConvention KRYS - Benjamin Chaminade
Convention KRYS - Benjamin Chaminade
 
Is Digital Learning useful or just a waste of time ?
Is Digital Learning useful or just a waste of time ? Is Digital Learning useful or just a waste of time ?
Is Digital Learning useful or just a waste of time ?
 
The work of tomorrow is already here = Engagement + responsibilisation
The work of tomorrow is already here = Engagement + responsibilisationThe work of tomorrow is already here = Engagement + responsibilisation
The work of tomorrow is already here = Engagement + responsibilisation
 
Recruitment and brand content
Recruitment and brand contentRecruitment and brand content
Recruitment and brand content
 
Innovation commerciale
Innovation commercialeInnovation commerciale
Innovation commerciale
 
Engagement generation y retail
Engagement generation y retailEngagement generation y retail
Engagement generation y retail
 
Generation y trendemic chaminade
Generation y trendemic chaminade Generation y trendemic chaminade
Generation y trendemic chaminade
 
Echo 20130404 008
Echo 20130404 008Echo 20130404 008
Echo 20130404 008
 
Wanagement figaro
Wanagement figaroWanagement figaro
Wanagement figaro
 
Revue personnel 2011
Revue personnel 2011Revue personnel 2011
Revue personnel 2011
 
Mort powerpoint
Mort powerpointMort powerpoint
Mort powerpoint
 
Recrutement social
Recrutement socialRecrutement social
Recrutement social
 
Enseignants etudiants consommateurs
Enseignants etudiants consommateursEnseignants etudiants consommateurs
Enseignants etudiants consommateurs
 
Syntec et génération y
Syntec et génération ySyntec et génération y
Syntec et génération y
 
10 raisons de trouver un emploi
10 raisons de trouver un emploi10 raisons de trouver un emploi
10 raisons de trouver un emploi
 
Fremium ou premium
Fremium ou premiumFremium ou premium
Fremium ou premium
 
Generation y chaminade mobile gen
Generation y chaminade mobile genGeneration y chaminade mobile gen
Generation y chaminade mobile gen
 

Dernier

Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentationbaron83
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsP&CO
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)tazeenaila12
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 

Dernier (20)

Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
MoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor PresentationMoneyBridge Pitch Deck - Investor Presentation
MoneyBridge Pitch Deck - Investor Presentation
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Entrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizationsEntrepreneurship & organisations: influences and organizations
Entrepreneurship & organisations: influences and organizations
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
Harvard Business Review.pptx | Navigating Labor Unrest (March-April 2024)
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024Borderless Access - Global B2B Panel book-unlock 2024
Borderless Access - Global B2B Panel book-unlock 2024
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 

Ageless Wisdom

  • 1. 040 INTRODUCING… AGELESS U Benjamin Chaminade: Your distinguished career has included being president of an international company and director of diverse publicly listed companies. More recently you have become an author. What perspective do WISDOM Benjamin Chaminade talks to consultant, director and author you bring to your new book, Rewire or Rust? Robert Critchley: It emphasises the importance of the link Robert K Critchley about between HR and the CEO. Having passionate, motivated employees equals happy customers which results in more dismantling age stereotypes. profit. The book focuses on helping Generation Xers and baby-boomers, addressing their work-life balance, career planning, and thinking through their goals and strategies. Whether it be to work less, work to live or live to work, U I’m trying to formulate a new generational classification (see ‘Generation plan for retirement, or put your career on a downshift, Gap’, hrmonthly, October 2005) because, for example, a baby-boomer here is the book helps the reader plan their life. the same as a Gen X or Y in France. That’s why I’ve developed a new way of thinking about this based on the career cycle, from the first year of work to U Are the Gen X and baby-boomer classifications still retirement. People follow a cycle of four steps, and it’s working everywhere, applicable? from the US to Australia, from Morocco to France. I feel a little frustrated because we were using the same You are first an Explorer. They could be defined as Gen Y, but not only, age groupings four years ago. The Gen X who was 32 because there are a lot more people in their 40s or 50s who want a new career. is now 36. And if I’m 38 and you’re 42, for example, They’ve had enough of what they’ve been doing and want something different, you’re a boomer and I’m a Gen X, but we don’t think but they don’t know why, so they explore. Then you have the Experts. They want differently. It’s getting very grey… I’ve met people aged to become the best-in-field. They don’t mind which company they work for, it’s 30 who act and think like a 60-year-old. We went to about knowledge. Then you have the Professionals who are much more driven a concert recently and witnessed a 62-year-old by by prestige and the brand name of the company. “Even if I have a broom and a the name of Mick Jagger who acts and thinks like a PhD, I’m okay because I know in two years or 15 years I’ll still be there. At the 30-year-old. end you have the Passionates, driven by something else—it could be work, but I think the terms are useful for understanding the dif- it could also be their kids, or a passion for… ferences between people. The most important thing is And it can be at any age? not to run your life by “I’m a Gen X and I must live this way”. Understand that people are thinking differently, U Yes. At any age and you can be a bit of an Expert and a Passionate, a bit of because so often the generational myopia is such that an Explorer and a Professional. The thing is, I’m not putting people in boxes we think everyone thinks like we do. There is value in any more. I’m trying to give directions for their life depending on what they understanding the way different generations think and are expecting. act—understand but don’t try to typecast. And you can move between one and another. I agree, we need to look at the person, not their birth certificate! “…so often the generational U Yes, and you change from one to the other or being a bit of this and that. That’s how I feel. Here’s an example of growing up in Peru or growing up in myopia is such that we think Australia. This is the first generation in the history of Australia that has grown up in an environment and reached their 50s largely unscathed by war, disease everyone thinks like we do.” or famine. Most people 50 or less haven’t experienced these traumas. HRMONTHLY JUNE 2006
  • 2. INTRODUCING… 041 Left: Robert Critchley; Right: Benjamin Chaminade I was speaking on my research in Peru Put simply, if I’m going to live until 90 and I retire early at late last year and only 20 per cent of 55, then I’ll probably have spent 35 years in the workforce the Peruvian population of 25 million and 35 years watching Home and Away. So I need to work is in the formal workforce. So 80 per longer to build up the savings I need to have an acceptable cent, whether they be six or 60, have no living standard for my potentially longer retirement. understanding of what a career is. They Looking at the ageing workforce, many companies don’t know what a Gen Y or X is. All they are discovering a shortage in their skills base, and many know about is survival, all their life. And organisations are being reactive and not proactive. But it doesn’t change as they age. They just some companies are very positive. I am the chairman of a get greater survival instincts. facilities management group, Thomas & Coffey Limited, I often ridicule the differences between a 38-year-old and a 42-year-old where they are typecast differently. “We need to look operating in coal mines and ports. Last year with our graduate intake at Wollongong, we took on two 34-year- Why is it that someone over 40 can’t always get an inter- view with some recruitment companies? It’s absurd. more widely and give old mature-age apprentices because we’re recognising that they have a 30-year plus work life. And there’s a U In your book, Doing nothing is not an option, you note a greater number of shortage of young people. If you go to the coal mine areas in the Bowen Basin in Queensland, the skills shortage research from two years ago by DBM which says that 55 per cent of companies polled had no plan in place to people a chance.” is phenomenal. People have to be creative, flexible and work out different ways to recruit and retain people. retain or attract workers aged 50 and over. Has anything But there are still a lot of employers in this country changed? who don’t realise that the next five years in the work- Very little from my research. There’s no doubt that the force are going to be totally unrelated to the last 30 focus on the aged worker is getting more front-page years because we have more people leaving than join- coverage. Two years ago, if I was looking to read about ing. We need to recognise the enormous number of our ageing population, I may have located a small article older workers capable of working in their 50s, 60s and ILLUSTRATION: SARA ANDERSON on page 17. The worker shortage has now become 70s. Something like only 15 per cent of jobs in Australia front-page. today are manual, so many are based on intelligence. I’ve been working over the last year on an age manage- The most powerful woman in the United Kingdom is ment project for the Australian Government, addressing Queen Elizabeth. The most powerful man in the United the need to continue employing older workers longer States until a few months ago was Alan Greenspan. Both > and the need for people over 50 to keep working longer. are in their 80th year! HRMONTHLY JUNE 2006
  • 3. 042 INTRODUCING… > ROBERT K CRITCHLEY Now based in NSW, Robert K Critchley helps business organisations develop strategies to ensure employees are > Not all those older workers want to be the bosses. motivated, passionate and 45 years of age. We’ve listened to our staff through They may wish to downshift and think of their career achieving work-life balance. He surveys and recognised that we need to create a flex- not as going up a hill and falling off the cliff as they is also a director of consultancy ible work environment, because many of those women retire, but more like a bell curve. You’re going up the company Worklife International. have children, grandchildren and parents to care for. left side and then at some point in your life—at 30, 40, In his prior corporate role, he They need to be able to work in a flexible environ- 50 or 60—you start to phase down the right side of the was international president of ment, so we have a large percentage of staff as per- bell to where you might work three days a week at 65 DBM Inc, an outplacement and manent part-time. and two days a week at 70 and keep going. career management company That may sound very nice, but let me talk about it We can’t do anything about getting people to have responsible for business from a practical business perspective. You want to cre- more children in the short term. In 1961 each female operations in 49 countries. ate an environment for your staff so they come to work on average had 3.75 children and today it’s 1.75. There’s Critchley started and developed on Monday feeling passionate about their job, saying a 20-year lag time if we want to increase birth rates. the DBM business under licence this is the place I want to be. That translates into very However, we have a lot of people who are on welfare, in Australia, then sold it to the happy staff, satisfying customers who want to come single mums, people with disabilities, and all those US parent. He also served as back. Noni B has increased profits on average over 30 women who’ve been out of the workforce a long time Asia-Pacific president for DBM. per cent a year in the last four years in a tough retail have been doing a lot of multi-skilling—raising a fam- Earlier in his career, he was environment. Happy staff equals happy customers ily, living on a limited budget, being a partner—with no in the banking industry for more equals happy shareholders. performance reviews or salary increases. There’s a huge than 20 years, mainly in Australia potential workforce capable of participating. and the UK. He also developed U What were the two or three main things you used to We need to look more widely and give a greater a specialist business focusing help them change? number of people a chance. We can certainly outsource on corporate turnarounds and I cannot take credit for a special culture that has existed jobs to lower-cost countries, which we are doing, but we training. for 30 years. We had detailed staff surveys and recog- need to rethink what we are trying to achieve and think He is chairman or director nised our people needed flexibility. The founder and in terms of flexibility. It’s not just the person of 55 who of several companies listed on CEO, Alan Kindl, makes a very important statement may want to scale back to three days a week. It may be a the Australian Stock Exchange, to all our staff: “Your family is the most important person at 32 who wants to drop out and go backpacking in equipment hire, facilities thing in your life, and we can never be that. We want for a year around Europe, or have some children and management, fashion retail, to promote flexibility so you’re coming to work on work two days a week for five years and recommence transport and construction. terms that work for you.” her career later on. Maybe a person wants to work part- Critchley has written the books Secondly, we provide continuous development— time so they can do a second degree. Rewired, Rehired or Retired? making sure you are being up-skilled and working One example is my solicitor in Sydney. His assistant (2002) and Doing Nothing Is Not smart in your environment. Thirdly, we have a very wasn’t in the office and I asked where he was. I was An Option—Facing the Imminent strong values culture, observing strong family values told he’s backpacking around Europe for a year with his Labour Crisis (2005). His new which emanate from the founders and their family girlfriend. I said “That’s a shame” and my solicitor said book, Rewire or Rust, will be (who are all in the business). “No, it’s not. He’ll come back after a year and resume released in the next month or two. his career and be motivated.” U Will companies and sectors with bad HR practices We need to create flexible work environments for all suffer from the skills shortage more than the others? our employees. If they’re not suffering now, they’re going to be. The days of bullying your staff and autocratic management must come to an end. The words I hear U Is this your silver-bullet solution for the skills shortage CEOs express—“We want to be an employer of choice”—are the most in Australia? misused words I’ve experienced in the business world in the last decade. It’s Yes. I’ll give you another example. I’m a director of time for CEOs to walk the talk and fortunately some are—however, some Worklife International, which focuses on internal coach- are not. ing, career development, and the retention and motiva- I believe the Gen Xs and Ys—if we’re going to define them—are smarter tion of people. I’m able to put my views into practice than the boomers. The boomers applied for a job and if they got offered it, because I’m also a director of companies listed on the said, “Great, when do I start?” The Xs and Ys ask, “What is your vision? stock exchange. What is your commitment to society? Where do you believe you’re going? I’m honoured to be Chairman of Noni B, the fashion Why should I work with you for the next five years? What value-added will group, with 190 stores around Australia. Noni B’s focus I/we bring to the community?” is the 35-plus female demographic. Ninety-nine per This is awesome—a whole different attitude coming through. Employers cent of our staff are female and 50 per cent are over who are proactive and truly want to create an environment where people HRMONTHLY JUNE 2006
  • 4. INTRODUCING… 043 want to come to work, where they’re passionate, where we focus on their U What impact will the new, adversarial industrial rela- needs to make sure they have a good work-life balance, they have continu- tions legislation have on these good things that need to ous learning in an environment that fits with their family environment—for happen—happy workplaces, etc? those employers who are proactive, word-of-mouth will prevail. Because we Not for one second do I profess to be the expert, but I always tell our friends which employers are good and not so good. do feel positive about it for a few reasons. You’ll never The people who stick to the old ways are going to get caught out. Some stop a bad employer and make them a good employer, companies are going to find that their prosperity suffers. They might not but this groundswell of changing demographics, where even survive. we have skills shortages because we’re having fewer children and living longer, is going to make employers U There are more recruitment companies in Australia, realise that they have to create a positive environment with 20 million people, than in France where we have 70 for their staff. Treat them badly and staff over the next million people. What is the recruitment companies’ role? five years will have a lot more employment options Do they need to change focus? than the staff of the last five years, and they won’t stay The smart recruitment companies are being similarly with you. proactive. Often recruitment companies get a brief from The other positive side of the new IR legislation is their customer that includes a job description—we want that it gives the employer greater flexibility to create the person to be under 40, etc. Even though they’re not a structure that suits the employee. For example, for supposed to say that, they do. a mum who can work 9–3.30, but has to take the kids Many recruitment companies accept the brief and to school and pick them up and seeks employment, it go out to find someone to fit the description. But the should be easier in some circumstances. really professional companies are reviewing the brief and There will be people who will abuse the IR legisla- going back to their customer and educating them. They tion, but my gut feeling is that, when we look back highlight that, if there are two applicants 35 and 55 and in two or three years, we’ll say there are some good the job is technical, then they can both do it. things here. I’m being totally non-political in making And some jobs can be accomplished from a home this comment. office. An estimated 20 million people in the US are working online from a home office. In Europe, the fig- U In terms of your own career, how did you get from bank- ure is about 43 million, and close to two million people ing to where you are now? in Australia. We need to assess whether Mary has to I joined the bank when I was 16 and did my studies come into the office every day, and does she have to after we were married. But at 41 I was bored, and I was work full-time or part-time? helping friends who had a business that was failing, in my spare time. I helped them save the business for free, then friends of friends asked me to do the same. “This is awesome–a whole All of a sudden I had a business. I still worked at the bank for two days a week for nine months. I was pursu- different attitude coming ing my passion, which was helping people and busi- through.” nesses prosper together. Then I started DBM as a licensee, built it up and sold it to the parent, then took on a global role. I have fun with what I do. I don’t regard it as work. I have a balanced life. I like to speak and share my research, and I’m speaking in Fiji next week at a confer- ence—and nobody believes I’m working! I’m going back to Latin America, where my books have been translated for presentations. I can talk about my research, consult, and help people in not-for-profit organisations. I work with companies as a director or chairman. I also like skiing, hiking and playing tennis. Most importantly, I have more time for > my family. HRMONTHLY JUNE 2006
  • 5. 044 INTRODUCING… “They are identifying people who I spend a lot of time talking to organisations, and there are wonderful entrepreneurial, visionary leaders out are going to be tomorrow’s leaders, there, and I feel confident. But I regard them as the minority and we need to spend a lot more time educat- and they can be 25 or 55.” ing some of our leaders in how to be leaders. There are a lot of managers, but not too many leaders. I’ll possibly receive some rude phone calls now! > Writing Rewired, Rehired or Retired (2002) was a life-changing experience. I was travelling five months of the year around the world as international U Where does learning to lead begin? president of DBM, and my family would drop me an email: “Page 42, Some people may be natural leaders—they were cap- par 4—this can’t be you?” I realised from that and a couple of unpleasant tain of the netball or football team at school. But not personal experiences, including 9/11—I was in New York that day—that everyone can be the captain and we need to spend more there’s more to life. It made me stop travelling so much, rethink my career time developing leadership skills... There’s an old book, and stop working crazy hours. I’ve scaled back. The Peter Principle (by Laurence Peter, first published What I’m describing is the me of today. The me of in 1969), that says people are promoted to their level of four years ago wasn’t very smart. incompetence, and that still stands today. Someone That’s why I think HR professionals have an enormous who’s a star gets to go to the next stage, but because contribution to make. We have the CEO and the CFO, you’re the best player on the team doesn’t mean you’re but the head of HR should be linked closely with those going to be the best coach. Leaders should re-read The two—because people are the one sustainable differen- Peter Principle. tiator you have. They are your one major asset, the one I also think we need to put leadership into the cur- that differentiates you and helps you create a culture riculum in schools and universities, and at the early that’s different from your competitors. We can all copy stages of induction and development when people join competitors products, but we can’t copy the people. organisations. > At Worklife International, we do a lot of work in that U Where are the HR gurus? There are many for manage- area—helping companies identify where their talent for ment, but why not HR? tomorrow is. In Australia HR has not always been treated so well. The Theoretically we’re looking for tomorrow’s leaders, multinationals and Australian companies downsized their but, unless you have very good systems and proce- HR departments in the late-1990s, and at the CEO level dures in place, someone can be hidden away in the Port there’s not always enough appreciation of the difference between someone who walks in on Monday highly moti- BENJAMIN Hedland branch of your organisation because their boss thinks they’re good but doesn’t tell anyone else. vated, with a productivity level of 200 per cent, and someone who walks in with problems at home, who CHAMINADE At Coates Hire, CEO Malcolm Jackman has imple- mented a strategy for a leadership development pro- doesn’t like their job and is thinking of other things they Benjamin Chaminade, the director gram. They are identifying people who are going want to do, and has productivity of 10 per cent. You don’t of InsideHR, is a consultant and to be tomorrow’s leaders, and they can be 25 or 55. have to be an accountant to work out the difference to author who specialises in talent They’re the best people. It’s ability-driven, not age- the bottom line. We see it in companies so often. management and human capital driven. strategic development. He began his consulting career in France, where he is a best-selling author, before moving to Australia three years ago. He has written several books including Skill Management and Employer of Choice Best Practices. Chaminade’s latest book, HR as a key element in a quality culture, was recognised as the ‘Best Management and Performance Book’ by HR managers in France. HRMONTHLY JUNE 2006