During the last decade things have change so drastically that the issue is not anymore about finding a job, but about finding work. Before the Industrial Revolution, people didn`t have jobs. The had work to do. One day that work was one thing, the next day was another. There were not job descriptions! With the Industrial Revolution people migrated from the world of having to do whatever was necessary to the context of the factory. The manufacturing work was divided into segments, each of which was given to people as their jobs. Your job assignment was yours and the next one was somebody else`s, like little pieces of property. Because people had jobs it was very difficult to share tasks and evermore to develop a teamwork mentality. Something similar was occurring in the service sector.
But the knowledge age is transforming work once again. The repetitive, never-changing tasks of the industrial era have been replace by the knowledge-age projects, programs and ventures bringing together virtual and temporary teams of cross-functional professionals. These new human resources might come from inside the company, outside contractors, alliances, partnerships and temporary agencies. This is what William Bridges, a theorist on work transitions, is calling these days the "dejobbed" workplace. He is making a strong case for a different strategy aiming at marketing your career or simply making a career search.
The new rules of the game are very interesting. Whether unemployed or searching for a career you have to lose your old job mindset. Security will not come from fighting for a job, but from finding the work that needs to be done and crafting or coupling it with the new set of work criteria. To find that work you have to engage in a mentalization process thinking of yourself as the CEO or even President or General Manager of a one person company: You & Co. As the key executive, you must marshal your resources, find the market, create, deliver the product and/or the service.
The core point of finding work is focusing your energies on whatever needs doing. Stop thinking as an employee and start envisioning yourself as an entrepreneur. Stop viewing employers as people who hand you, the individual, a paycheck and tell you what to do. Instead, you should be thinking about configurating a value- added proposition that cannot be refused. Think about potential employers as clients for you, the business. This means understanding what resources and qualifications you bring to the marketplace. Forget the résumé! Bridges warns that résumé are based on three Es: education, experience and endorsements. In the knowledge society which requires a 5th Generation Management approach, the three Es do not explain who you are and what you are capable of accomplishing.
More and more, companies are looking at a new set of criteria, by which we have helped companies hire top executives and Bridges call DATA: Desires (what do you really want to do?); Abilities (what do you do well and with quality); Temperament (what kind of person are you?); Assets (what true things of value do you bring to the workplace/). Your DATA will present more about who your really are and what you can really perform than any other black and white device. The strategy is of building your proposal around desires, abilities, temperament and assets that you bring to organizations not as a job applicant but as the best way to add value. This also relates to the fitting of market and business opportunities with the structure of your DATA.
The challenge is to develop a career marketable product-service for the You Co. The searches are for flexible, adaptable alternatives to the employee restricted with the sole knowledge of one specific function. Running intelligently the You Co. can be a lot of fun when you think you have discovered a work that needs doing, write an advertisement for it. It`s a wonderful way to fine tune your competencies for it.
Copyright 1998 QBS, Inc.