June 2012.pdf - RCSA

BUSINESS MANAGEMENT ISSUES
retired in ten or so years (depending on how their super
goes, but that’s a story for another day!).
Imagine if the environment changed and it was more
like being a player manager for elite footballers.
Consider how young and talented players are treated
when entering the big league for the first time. They haven’t
proved themselves but they have the right credentials.
With guidance and the right moves they may become
legends of the game.
Naturally, the club they are drafted to will invest in their
training and development. Of course they might move
or get drafted to another team one day, but the club
accepts this possibility and gets on with building their
skills.
All the while, in the background, the player manager
is staying in touch, caring for and understanding the
long term aspirations of their client. While the season is
underway and the player is concentrating on the game
each week, the manager is testing the future prospects
with other clubs, finding endorsements and personal
sponsors as well as keeping an eye on the prospects
for what their player might do after they retire.
It’s easy to draw the parallels with graduates, trainees
and apprentices entering the workforce today. But it
seems to me that once people are placed in a job they
usually spend most of their time managing their own
career.
It raises some interesting questions. Are employers
these days usually focused on the long term future of
their organisation, culture and employee development
Do employees see their annual reviews like a contract
negotiation Are some people talented enough to be
elsewhere, learning or earning more, but they don’t
know how to get there Would some people really like to
get involved in something outside of work to give them
more balance but they just don’t have the time to think
about it
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JUNE 2012 21