Welcome to our new look Donington Report. Much of the content of this issue has been devoted to today’s challenge for leadership - the engagement of staff. There are plenty of statistics to demonstrate that assisting employees to manage their careers effectively and to harness employee discretionary effort is at the root of organisational productivity and success. At the heart of effective career management is the career dialogue, when manager and employee engage in a meaningful conversation about the employee’s future.
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Hardly a week goes by without another article in some HR magazine or journal warning us to gird our loins for the return of the war for talent. No doubt you have seen the experts and consultants clamoring to gain your attention, imploring you to urgently implement measures to re-engage your key employees.
The economic data certainly seems to show that Australia has now pulled through the GFC, and, if the recent AIG/Deloitte National CEO Survey results are anything to go by, the next 12 months looks optimistic, especially for the manufacturing and services sectors.
But what does all this mean for your organisation?
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Whatever your work circumstance managing your own performance and productivity is key to managing your career, whether that is within your current job and organisation or creating opportunity for a career move.
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Elsewhere in this edition of the The Donington Report we talk about the power of career management in building employee engagement as a means of increasing performance.
What is leadership's role in this challenge and how can leaders be more effective in leveraging their people's engagement and consequent performance?
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Most organisations seek to "do the right thing" by staff having to leave because of restructuring and redundancies. But does career transition for executive level staff differ from other levels? Pip Furlong from Donington NZ says it does. She explains how to turn a redundancy situation into a real opportunity.
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