Platt Perspective on Business and Technology

Offering a unique value proposition as an employee 30: accommodating and thriving in change 2

Posted in career development, job search, job search and career development by Timothy Platt on October 28, 2013

This is my thirtieth posting to a series on offering defining value as an employee, and on presenting yourself as the answer to problems faced while doing so (see my Guide to Effective Job Search and Career Development – 2, postings 311-339 for Parts 1-29.) And also see two closely related supplemental postings that I added to this Guide for after Part 29 of this series and in anticipation of this posting: Some Thoughts on the Emerging Workplace and Employability Great Restructuring 1 and its Part 2 continuation.

I wrote Part 29 of this series with a goal of prompting readers to more fully and systematically step back from a single here-and-now perspective in their jobs to consider their overall career paths and what goes into creating a meaningful realized career for themselves. I wrote there about forks in the road that we follow and about how in retrospect at least, some of the most important of them can arise without our considered awareness, and with one possible path forward seeming more a default choice. And I wrote of the need to add new career-level tools to the jobs level ones that we tend to focus on for managing our careers as a whole, so we do not simply find ourselves moving along with the ongoing momentum of the jobs that we have at the moment. And in this context and in the second half of Part 29, I introduced a discussion of a developing fundamental change that is emerging in the workforce and in what it will mean to be employable, with the start of a discussion of what is becoming a Great Restructuring of national and in fact global workforces.

I wrote in at least some more detail about this emerging phenomenon in my two part supplement series: Some Thoughts on the Emerging Workplace and Employability Great Restructuring, as noted above, and add to that here, that this restructuring might be starting in the most technologically advanced countries but that it will extend out to affect and change local and national workforces everywhere.

So the new career-level tools that we need to add to our toolkits for managing our jobs and careers, are resources that we will all come to need, and everywhere. And we need to develop these tools with a goal of professionally surviving and even thriving in the new and rapidly emerging workplace context that this restructuring is bringing. And for many of us, the forks in our professional career path roads that this will bring will be both the most important ones we will ever face professionally and the most blind-siding: the most invisible as they approach.

• How will this Great Restructuring specifically impact on us as individuals, and on the types of career paths we have been building?
• How can we gain, or regain the flexibility we need in what we can demonstrably, convincingly offer professionally to gain and keep the jobs of this rapidly emerging future, and soon present?
• And what tools would best help us do this, where a tool, in this context is an organizing principle and approach and a methodology that would help us to improve our chances of knowing, understanding and reaching our goals?

So I turn this series-long discussion of jobs and careers best practices towards an emerging reality that holds a great many still-unknowns, but that already will clearly have a great deal of widespread and systematic impact and of an ongoing and essentially permanent nature.

I am going to continue this discussion in a next series installment where I will specifically look into the three basic sources of employability change that we face, that I noted in my two supplemental postings as cited above:

1. The rapid pace at which professional, on the job skills and skillsets become obsolete and drop away,
2. The way that jobs can be outsourced to control business expenses, and
3. The way that a combination of artificial intelligence and automation technology implementation is coming to redefine what types of work, businesses even need direct human employee help for.

My goal there will be to at least begin to draft a set of tools that can help in navigating this, and both shorter-term as is crucial in dealing with the first two of these challenges, and long-term as is vital when considering the third. Meanwhile, you can find this and related postings at my Guide to Effective Job Search and Career Development – 2 and at its first Guide directory page.


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