Challenges of Transitioning in a Professional Environment

Public Sector  April 2009 ��   

ith plans to cut back- room staff and cap public servant numbers

and departmental funding, many public servants will be consider- ing their job security and career prospects with trepidation.

Public Sector asked three people working in the area of public sec- tor recruitment and career advice for ways to future proof your ca- reer and what to do if you’re made redundant.

Campbell Hepburn is General Manager with The Johnson Group, an agency specialising in recruitment for the public sector. Have a clear understanding about this new environment and what is expected of you as an individual, your role, your team, your organi- sation and where it fits into the big picture.

Professional development should be constant. Anticipate which skills will be good in future and develop those to make yourself a valuable resource. The public sec- tor is not immune from skill short- ages and they are often around specialisation.

Networking is absolutely criti- cal in the public sector. It is not just about positioning yourself for new opportunities, but about positioning yourself to seek help, referrals, and just be informed about the big picture and what’s going on. Networking also makes for an interesting and colourful existence.

Develop your brand equity. It is about being clear about who you are and your chosen profession and building the required skills, competencies and experience that reflect this.

Market your ‘brand’ by building and maintaining diverse personal networks; join IPANZ and professional bodies and attend events; keep connected through online social networks like www.

Future proof your career linkedin.com; build a reputation for doing good work and being productive.

Create career resilience in your job – seize new opportunities, have a can-do attitude, be flex- ible, reliable and results focused. Be known as a team player, be visible, e.g. be active in the social club, volunteer to be part of new projects.

Use a mentor or coach in times of change.

There are plenty of oppor- tunities at the moment if you see it in a positive way – even if that means employment change. Embrace it for what it’s worth and make the most of it.

Julie Thomas is a Service Delivery Professional Practice Manager with Career Services, a Crown Entity and New Zealand’s largest provider of independent career information and advice. Access available support to assess your strengths, research your career options, set goals and develop a plan.

Increase professional networking. If you find network- ing challenging start with ‘hot’ contacts, such as ex-colleagues and say you are starting to research your options, my strengths are X, Y, Z. Then move onto the warm contacts and keep going out on a web.

Join professional networks. Question people about what’s happening in their sector and or- ganisation, in both the public and private sectors.

Look for opportunities to evidence your currency of skills – for example if you are a general- ist, what could you do more of to future proof yourself. Identify what employers are looking for. Productivity is a big issue, so you need to be able to evidence

that you can be productive and effective.

At a time like this some people may think now is my chance to work less hours; it might pay less, but will free you up for other things.

If you are looking for a new job, set yourself a timeframe – whatever your tolerance level is. When you reach it revise your goals and your bottom line – what you are prepared to compromise on and what you aren’t.

Facing redundancy can be one of the most stressful life events, whether there is a lot or little warning. Get personal support networks in place.

Be resilient and hopeful for the future, present yourself positively and remain open to opportunities.

Penny Stonyer is General Manager with Human Resource company Tal- ent2 and has been recruiting for the public service for 15 years. In times of change it is inevitable that there are opportunities and challenges. It’s important not to panic and think sensibly about what skill sets are most likely to be in demand.

The Government has said it wants to shift resources from the back office to service delivery. It is important that you under- stand better how service delivery functions operate and how you can contribute to that in a more meaningful way to make yourself a more effective and valuable staff member.

Be proactive. Talk to professionals and people you value and who have insight, including people who have been around in difficult times before in the public sector.

Job opportunities can come from the most unlikely sources and don’t necessar-

ily come along when you are ready; have in your own mind clarity about what you need in a job, what turns your buttons on, so you can test those opportunities against a template and make the right judgment call.

Wellington runs on network- ing. Talk to people who under- stand and have knowledge about what is going on to enable you to make informed decisions about your career.

If you are made redundant be clear it’s not about you personally, but about the role and function. Don’t come across bitter and twisted. If you’ve got baggage about the redundancy, prospective employers will be really wary.

Don’t spray yourself around – don’t have your CV everywhere or you will look desperate.

“the most successful  people are those who  are good at plan b.”   James yorke