1. Dr Tim Baker
www.winnersatwork.com.au

4. Changing World of Work …
Longer working life and shorter working hours
 Retirement age will reach 70.
 By 2025 over 20% of people will be 65 and over
.
Career Diversity
 People will change employment more frequently
Growth Industries
 surveillance (self-monitoring & self-repair)
 distraction
 insurance
Government Influence will Decline
 More outsourcing of services
 The rise of the hyper nomads
 Consumer marketplace
Rise of the Independent-thinking Worker
 33% of the workforce are contingent & self-employed
 Yuk/Wow Generation
Role of Management
 Managers will be more involved in influencing and workplace culture

5. Changing Needs of Employees
20th Century 21st Century
• Job security • Employability
• Technical capacity • Communication capacity
• Jobs • Roles
• Functional work • Cross functional work
• Careers • Meaningful work
• Long-term loyalty • Short-term commitment
• Qualifications • Lifelong learning
• Reliability • Enterprise

6. Changing Needs of Employers
20th Century 21st Century
• Stability • Manoeuvrability
• Quality assurance • Customer responsiveness
• Clearly defined jobs • Clearly defined performance indicators
• Hierarchy • Malleability
• Career paths • Engagement
• Loyal workforce • Committed workforce
• Qualified staff • Learning organisation
• Compliance • Initiative

7. Traditional HR strategies & programmes are
unsustainable attempts to change behaviour
•TQM
•JIT
•Kaizened
•QFDed
•Activity-based costed
•Reengineered
•Flattened
•Rightsized
•Downsized
•Self-directed Work Teams
•Empowered
•Engagement

8. Does the HRD industry have a future?

9. New Definition of Productivity

10. Psychological Contract
Individual Functional Organisation
Relational The
I offer organisation
expects
The
I expect organisation
offers

11. The Changing Employment Relationship Values
Old Values New Values
Specialised Employment Flexible Deployment
Internal Focus Customer-focus
Focus on Job Performance-focus
Functional-based Work Project-based Work
Human Dispirit & Work Human Spirit & Work
Loyalty Commitment
Learning & Development
Training
Closed Information Open Information
“The 8 Values of Highly Productive Companies: Creating Wealth from a New Employment
Relationship”
(Baker, 2009)

13. New Mindset Matrix
Corresponding Mindsets
Values
Employee Employer
Willingness to work in a variety Encourage employees to work in
Flexible Deployment
of organisational roles & settings. other organisational roles.
Serve the customer before your Provide information, skills &
Customer Focus
manager.
incentives to focus externally.
Performance Focus Focus on what you do, not where Link rewards and benefits with
you work. performance rather than
organisational dependency.
Project-Based Work Accept yourself as a project- Structure work around projects
based worker rather than a rather than organisational
functional-based employee.
Human Spirit & Work
functions.
Valuing work that is meaningful. Provide work (wherever possible)
that is meaningful.
Commitment
Commit to assisting the Commit to assisting employees to
organisational achieve its achieve their personal objectives.
Learning & outcomes.
Development Commit to lifelong learning. Enter into a partnership for
Open Information employee development.
Willing to show enterprise and Providing employees with access
initiative. to a wide range of information.

15. MasterClass
Dr Tim Baker
www.winnersatwork.com.au

16. Benchmarking

17. Psychological Contract
Individual Functional Organisation
Relational The
I offer organisation
expects
The
I expect organisation
offers

18. The Changing Employment Relationship Values
Old Values New Values
Specialised Employment Flexible Deployment
Internal Focus Customer-focus
Focus on Job Performance-focus
Functional-based Work Project-based Work
Human Dispirit & Work Human Spirit & Work
Loyalty Commitment
Learning & Development
Training
Closed Information Open Information
“The 8 Values of Highly Productive Companies: Creating Wealth from a New Employment
Relationship”
(Baker, 2009)

19. New Mindset Matrix
Corresponding Mindsets
Values
Employee Employer
Willingness to work in a variety Encourage employees to work in
Flexible Deployment
of organisational roles & settings. other organisational roles.
Serve the customer before your Provide information, skills &
Customer Focus
manager.
incentives to focus externally.
Performance Focus Focus on what you do, not where Link rewards and benefits with
you work. performance rather than
organisational dependency.
Project-Based Work Accept yourself as a project- Structure work around projects
based worker rather than a rather than organisational
functional-based employee.
Human Spirit & Work
functions.
Valuing work that is meaningful. Provide work (wherever possible)
that is meaningful.
Commitment
Commit to assisting the Commit to assisting employees to
organisational achieve its achieve their personal objectives.
Learning & outcomes.
Development Commit to lifelong learning. Enter into a partnership for
Open Information employee development.
Willing to show enterprise and Providing employees with access
initiative. to a wide range of information.

21. Multi-skilling
Flexible deployment Job enlargement Human spirit & work
Job enrichment
Job rotation Good working conditions
Matching interests
Open information Finding meaning in work
Goal alignment Customer focus
Commuication of
boundaries 8 Values Role clarity
Career paths
Active accountability
CRM
Information sharing
Internal service
Performance focus
Team
Innovation
Project-based work
Career
Commitment Learning and development
Spanning
Wants Production-cenred Buffering
Cost Person-centred Bringing up boundaries
Obligation Problem-centred

22. Corporate Culture Change Cycle

23. ruence Between the Three Organisational Perspectives

24. Congruence Between the Three Organisational Perspectives

25. Statistical Representation

26. Corporate Culture Change
Cycle Report

27. www.winnersatwork.com.au