Get a proper job

In my middle teens, I dreamed of owning and running my own restaurant. It combined my love of cooking, food and entertaining with an interest in business and management. When I expressed this view to those influential in my life, the consensus was pretty clear – get a proper job.

Many years later, I’m sure the advice was well-meaning and correct. I’m not sure the world needs another mediocre restaurateur (although it could be argued that they didn’t need another mediocre HR Director either) and I struggle to think of a day I’ve not wanted to go in to work.

I wonder how many students in college and university are also being advised about which jobs and careers are “proper” and which ones they should avoid. And how are the judgments made about the “right” career paths. What makes counting other people’s money or learning and arguing a set of created laws, “proper” and yet feeding them or building their houses somehow less…well, concrete?

Is the heart of the issue is our approach to education and skills and the perceived link to future wealth and prosperity.? “Proper jobs” are seen as more secure, better paying and require more skills. And whilst this is attractive in it’s simplicity, it is hard to see how a good apprenticeship in engineering will place you in a less advantageous position than, say, a degree in criminology.

With the additional complexity of trying to understand which sectors and roles will be in increasing demand and which will see the largest impact of automation (and in what time frame), the definition of a “proper job” becomes significantly more about prejudice and perception than any predictable outcome of future fortune.

Perhaps our biggest fault as a society has been to overlook the importance of skilled, technically able careers and replace it with the fetishisation of “management” and “professionalism”. Not only are we encouraging young people away from careers that they might actually enjoy and find fulfilling, but have also inadvertently created skills and labour shortages in many essential areas.

I may not have made a very good restaurateur, I’m at peace with that, but I certainly value those people around me that are brilliantly skilled in their work and who have a depth of technical expertise in their fields that I am in awe of. And let’s face it, in a post apocalyptic society, who would you rather have on your side – a farmer, a builder and an engineer or a banker, a social media consultant and a HRD?

The future of work is…

A recent fad appears to be making predictions about the future of work. Made by the same demographic that watched Tomorrow’s World in the 70s and proclaimed that by the year 2000 we’d all be going around in flying cars and eating meals in the form of pills.

The excitement is real and genuine, every time a high-profile organisation does anything goofy, we hear “that’s the future of work”. Which totally misses the point. This isn’t about,

  • Social connection
  • Collaboration
  • Mobile technology
  • Holacracy (I can’t even bring myself to say it)

At the end of the day, the basis of work is an exchange of labour for reward. Not much changing there any time soon.

Too much of the debate is led by the middle-income, middle class, semi professional demographic. Who, it seems to me, are forecasting what they would like to see happen rather than basing it on anything solid.

So what are the trends that we are definitely seeing?

But none of these things are new. We’ve seen them all before. In fact, they represent the trend for significant parts of the history of work and employment.*

  • A gap between rich and poor
  • The skilled and the unskilled
  • Regional wealth
  • Longer working life and the dependence of the infirm*

In some ways, you could argue that the last fifty years have been the blip. When we look at the future of work, we need to look a little bit further afield…..

But it isn’t forward, it’s back.

And there’s not a single, shiny new management trend in sight. Just a significant challenge for all of us involved in the world of work to face up to.

*UPDATE: Thanks to @FlipChartRick for seeking clarification on this point. The use of the word “trend” is perhaps a little loose and reality might have been a better choice of words.

The skills debate is changing, but you’re still doing the same

I’m fascinated by the changing employment market. I’m fascinated by education. And I’m absolutely fascinated by the crossover between the two. Any HR professional worth their salt (and there are more than you’d imagine) should be intrigued, concerned and curious about the changing landscape of skills and education.

Let me put it simply,

  • If you’re a carpenter, you need to know that you’re going to get enough good quality wood.
  • If you’re a butcher, you want to know where your meat is coming from.
  • If you make wine, you care about the grapes.

Do we have a skills shortage, a skills deluge or a skill mix problem?

Well, probably a bit of all three.

I was taking part in an interview last week about over skilled and under utilised employees. I won’t take you through the whole thing, you have better things to do with your lives. But a couple of comments stuck in mind.

At the end the interviewer said to me, “thank you, it is great to hear from a company that recognised the presence of a skills mismatch. Most of the companies we’ve spoken to said they haven’t witnessed it.”

Really? My response was, “ask their employees what they think”.

The second was an observation that had been stuck in my brain for a while. When I talk to my colleagues in Germany, a large proportion of the HR people have a PhD. I can’t think of a single one in the UK. Clearly they are over skilled and over qualified. Or not?

I’m not sure there is any point to this. I’m not sure I have a great reveal to make or any insight to give, just more questions.

At a time when we are talking about a skills shortage.

Do we actually have more than we think? Is the labour market broken? Has immigration, the democratisation of tertiary education and the mobility of labour changed the rules of the game?

And are we all struggling to catch up?

Define the why of I

In our imperfect world we talk of skills, we talk of structures, we talk of competency frameworks, of behaviours and values. But for some reason, we rarely speak about beliefs. We focus on so much else, but give little, if any, time to define the why of I.

I’ve been mulling this one over for a while and my friend and co-conspirator Michael Carty recently caught the debate on this here. The thing that struck me about this brief foray, was how quickly the conversation turned away from beliefs back to behaviours.

Like so much of our work, we focus on the how and the what. But not the why.*

You see, it seems to me that if we can develop this, if we can define the belief system we work within, if we can create a shared higher purpose for our work, then we are simply more likely to taste success.

Let me give you something more concrete to consider:

–       I believe I can make the workplace a better place for everyone

–       I believe that everybody comes to work to do their best

–       I believe I have as valuable contribution to make as everyone else

–       I believe everyone is allowed to be wrong, including me

If you want to change behaviour, you need to address the beliefs that underpin it. Contrast with this. How many HR people come to work, instead with a mindset that says:

–       I believe that people don’t take me seriously enough

–       I believe that people don’t value HR

–       I believe that managers are incompetent

–       I believe that employees are always trying to get one over us

And what different behaviours would be demonstrated by someone with each of these set of beliefs?

The challenge I’ve had thrown at me is that organisations drive the belief systems. That’s rubbish. They can influence it sure, but only the individual truly controls their own beliefs. Almost every inspirational character in history has held a belief system that wasn’t dictated by their environment.

You can fiddle with the behaviours, you can focus on competencies, you can tinker with your structures. But unless you identify the belief systems that underpin them, my guess is, you’ll find yourself just a busy fool.

* (A hat tip to @GrumpyLecturer for that one).