The New World of Work

The New World of Work

The New World of Work

The competition for jobs is fierce and is getting fiercer as jobs get more difficult to come by. The world of work is therefore characterised by the increasing use of technology, globalisation, international and domestic competition, dwindling resources, shrinking opportunities in the oil and gas industry however Andrew Gautreaux has remained on top.

More companies are `downsizing’ and `rightsizing’, `re-engineering, `outsourcing’ and hiring `contingent’ staff creating a whole new business vocabulary along the way. Read more information about Employment Situation Summary in US at

The results of these challenges are reduced job security, rapid skills obsolescence and increased job mobility. These realities require new approaches to the job market. Job seekers need to acquire various skills and competencies both to prepare for the world of work and to find work.

Focus in the new world of work is on employability rather than employment. That is, we must always have the skills and competencies that are required for the changing times. We therefore need to be continually learning new skills, acquiring new knowledge, developing new aptitudes. Job seekers need also to explore options and not limit themselves to looking at employment but create their own employment. Training and retraining and career planning are vital.

Key Terms in the New World of Work and Their Definitions:

Everyone is accountable not only for the quality & quantity of work not only by the output but by the process as well.

Added-value workers
Added value workers are contractors who fill the gaps, meet crises / urgency then withdraw. They bring innovation / creativity and work well in teams. They are used when the level of work requires it or to access special skills and knowledge for the duration of need.

B players
Employees who consistently perform their job tasks well but are not regarded as corporate star track ‘hotshots’ or highly promotable. “Long-term performance depends more on the contributions of B players – those middle 80% of an organisation’s workforce” says Professor at Harvard, T DeLong. He comments: “They are the critical caretakers yet they can be undervalued and feel like commodities.”

Career action step proposal
A career action step proposal is where an individual communicates in written form, what they are seeking and specifies what they are prepared to contribute to its realisation (a statement of commitment). It is what you want to accomplish in enhancing your career self-management. It is analysing your goal (what, where, when), looking at your performance and how it might be improved in order to earn approval for your proposal, looking at your training requirements the knowledge and skills you need to acquire to achieve your goal, your actions that will enhance your self-development relating to your goal and your job enrichment plan, how your current role maybe enhanced to increase your work satisfaction. It is a versatile document that can be used to provide to your manager at appraisal time or on a regular basis when your circumstances have changed. It is also highly effective to use when considering a career transition to increase your employability in another field of employment.

Career enrichment opportunities
Skills development, flexible career direction paths, personal freedom, self-designed job roles.

Career realignment
Career realignment is when an individual is experiencing extreme dissatisfaction in their original career or if their field is becoming obsolete. Realignment involves a change in career direction stream in either your present organisation or another organisation. Realignment or downshifting can be a strategy for reconciling the demands of your work with other priorities such as a return to study, family or health commitments, or a career change. Realignment can also be a training step. Acquiring new basic skills can provide you with the experience necessary to move in a different career direction.

Career resilient workforce
Career resilient people look for opportunities and make preparations for them giving regular attention to career development.

Strategies for career resiliency:

  • Conduct annual/quarterly personal reviews of your present status; document the pluses and minuses.
  • Create turn-up file reminders of “to do” tasks to assess your status and next career development steps.
  • Learn the “early warning” signs that reveal a potential threat to your job or career.
  • Undergo reliable assessments of your skills and interests for appropriate career choices.
  • Review, each quarter, educational and training programs that may help your career.
  • Join a career development group, demand training and challenging work

Career Self-Reliance
Career self-reliance is the ability to manage your own career and development in an independent way. Self-reliant behaviour is being able to act in an adventurous and creative manner.

  • You know your strengths and what gives you satisfaction
  • You know how and where you do your best work
  • You understand and can identify the contribution
  • You know what values give direction and meaning to your work
  • You know how these values reflect in your job
  • You maintain a written development plan that addresses your short and long term needs and goals
  • You pursue a variety of development opportunities to upgrade your skills and keep pace with your field
  • You look ahead to assess customer needs and business trends
  • You reflect those needs and trends in you work and your development plan
  • You actively seek feedback and mentoring from others
  • You maintain a network of contacts for learning and sharing ideas
  • You anticipate change in the business environment
  • You adapt quickly to change in your organisation

Career Web Portfolio
Is an internet-based showcase which presents the applicants’ assets for employment. One advantage of having a career web portfolio is that the applicant can co-browse the dedicated site and discuss their credentials for employment by telephone while the employer is reading their portfolio résumé on-line.

Career Web Portfolios
A Job-hunting or Consultancy / Contracting tool, i.e. e-résumé, for the Cyber Age which resides permanently on the internet with its own URL with enhanced hyperlinks providing recruiters or prospects with access to supporting documents.

Commuter assignment
When an employee is relocated overseas or interstate without family accompanying and returns home on a regular basis.

Concurrent worker
Working at two or more different careers at the same time and deriving income from more than one source, e.g. employer and/or entrepreneurship. The emerging term for this is Portfolio Careerism.
Contingent workforce
Labour for short-term contracts or temporary work

A contingent workforce enables an organisation to:

  • Scale the workforce up or down as the needs change
  • Acquire talent needed for special purposes
  • Focus on core competencies whilst scaling down the large permanent workforce
  • Reduce costs for permanent hire, recruiting, screening, on-boarding and training

Organisations are driven by the skills you bring and the immediate contribution you can make

Core workers
Core workers are employees in an organisation who control processes, hold organisations memory, set culture, have clear career progression, and work within a hierarchical structure.

Dejobbed workplace
In the dejobbed workplace project-based employment contracts replace traditional job descriptions. Staff work in teams on defined projects with the aim of achieving an identified result. When the result is achieved, workers regroup and move on to another project. Performance is measured in terms of results, not in terms of time spent in the office.


  • Employers have focussed employees
  • Employees often have flexibility in use of time and space and can use this flexibility to ensure their out of work commitments are met as well as their work commitments


  • Project work can be demanding, and with no time limits, staff can find themselves working longer hours than they would if their performance was measured in terms of time and presence in the office.
  • Delays in completion of projects or poor management can leave workers unoccupied between projects. This is expensive for the employer and frustrating for the workers.

Are defined as those people who make a voluntary, long-term, lifestyle change that involves accepting significantly less income and consuming less. (23% of Australian adults 30-59 over last 10 years.)
Flexibility, enhanced skills, job security, personal growth, continuous learning, readiness to reinvent oneself in the face of change, readiness to take responsibility for your career management, commitment to company success during your time that you are part of it.

Enrichment is a process in which you expand or change the responsibilities of your current job in order to acquire more relevant competencies. Although your position/title may stay the same, the content of your work changes. Enrichment goals focus on making your current job more challenging by increasing your decision-making power, the variety of skills you use, or the responsibility and the work itself. Enrichment products can also provide greater exposure to key individuals in the organization. While making your current job more meaningful they deliver more value to your organization. In today’s fast-changing world, no individual can afford to sit still. Enrichment is critical for staying current and staying current is critical to today’s organizations.Enrichment is critical for staying current and staying current is critical to today’s organizations.

The New World of Work
Flattened organisational structures
Means less hierarchical work structures by the cutting out of middle management roles so organisations can operate lean and mean.

Internal mobility
Internal Mobility is a means of enabling employees to move from their current position on to a second and even third position within an organisation across business, functional and geographical boundaries – instead of leaving a company.

Lateral transitions
Moving Sideways is a lateral move into some position with about the same degree of responsibility and benefits that you now have. It offers new excitement and challenge. Because of the breakdown of linear careers, there are many ways that most careerists can position their portfolio of talents and accomplishments in roles that previously would not have been possible

Multi-tasking roles
Is utilising good talent for multiple roles, which could be various roles within on particular area/range of expertise and the teams needs

Networked security
Having a good network of people that you can use to find out about the hidden job market. Master the web-of-work the interconnections between professions, industries, the economy, employers and job roles.

New personal freedom/choice
You can decide where you want to work, whom you want to work for, how you work and when you work.

Objective Measures
Productivity, customer satisfaction, team success, your own development.

Outsourcing is getting increasing popular in the information age as it offers organisations the ability to outsource or contract out work for the development and production of goods and services.

When staff show up for work but are neither feeling fulfilled nor very productive.

Redeployment is when an organisation looks at its short term and long term needs. They look at employees strengths and competencies and make roles redundant and transfer an employee elsewhere in the company where new training maybe provided to gain additional skills, they match the employees to the vacancies they have.

May be thought of as a sub-group of downshifters. Those whose life change involves leaving a career and moving house in pursuit of a simpler life.

Career action research planning, committed to providing the necessary input required.

Shadow profession
Where you change from one career to another using transferable skills and no substantial new learning is required to carry out job content.

Is employability from the individual’s perspective. It is the blend of skills, attitudes and learning needed to survive and thrive in a competitive world. Founded on a self-reliant mindset survivability promotes independent, self-management.

Sustainable career
A career that provides a meaningful livelihood, while at the same time helping in some respect to enhance the quality of life in human communities, and/or to protect and restore the environment.

Sustainable careers
These are viable and coherent with decent compensation and dignity for the working person. Vital and meaningful, with room to bring your whole self to work guided by ethical principles and skilful action. Socially responsible, bringing innovative thinking, courage and creativity to bear on social problems. Environmentally restorative, minimising current environmental cost and maximising opportunities to restore damaged resources.

Structured Middlectomy
Structured Middlectomy occurs when an organisation delayers its middle management positions thus reducing the number of career stepping stones up the corporate ladder.

Third age renewal
Third age are people over 45 yrs whilst physically active i.e. into their 60s 70s 80s etc they remain in their Third Age. The Fourth Age is designated Infirmity is the person experiences this in their health i.e. unable to work. Personal growth, regeneration, redesigns your life in anticipation of and through added years

Transferable skills
Transferable skills is a term that is used when individuals increasing outfit themselves with an array of skills, they will focus less on which occupation to enter into but more on where they skills can be used next as they transfer from one short term assignment to another. It will also become more difficult to find good employment without having a well-honed set of transferable skills.

Transition skills
Transition skills is having the knowledge and capability in knowing how to job hunt internally and externally in the labour market and following a process of career planning and of coping with transition when it occurs.

Voluntary simplifiers 
May be thought of as those sea changers who make a more radical change for reasons of principle as well as for personal motives.

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