THE constant restructuring of organisations in the 1980s and 1990s changed the nature of employment from a lifelong marriage to a relationship of mutual convenience.
Research by human capital management firm DBS shows that companies are reducing headcount in non-core areas of their business. Contract management positions are also on the rise, as companies seek to bring in talent for near-term returns rather than take on a long-term commitment.
If you are part of a short-term contract work community, people may expect you to deliver immediate results. But this can be difficult to do when entering a team that is functioning well and autonomously.
So how can you demonstrate your value to management and co-workers and justify your appointment?
If you are entering a new role or industry, the best way to get up to speed is to observe and research your new work environment. Get a clear and objective understanding of the language, the working styles and collaboration among the team.
Learn who are the key players and decision-makers. Organise meetings and determine how they like to do business. Get a feel for the reporting methods, the structure and hierarchy and whether collaboration and innovation is openly embraced (or achieved in small steps).
Remember also that you are not going to change the world in a day - it is unrealistic and unfair to expect otherwise. The most effective workers and leaders do not reinvent the wheel but are inspired by good ideas and make them relevant to the environment they are in.
Don't place unnecessary pressure on yourself by making any far-flung predictions about what you are going to achieve. You will receive more respect from your coworkers by demonstrating a sound approach to your work.
Develop small, measurable and achievable goals and when you feel a little more sure of yourself and comfortable in your environment, stretch the next goal further.
The fable of the hare and the tortoise definitely rings true when it comes to settling into and performing in a new role. A steady, constructive, open approach and clear communication with your fellow workers will help you win the career performance race.
Hone transferable skills
In today's fickle workplace, the speed and direction of your career progression is ultimately in your hands. It is quite likely that you'll change jobs six to eight times throughout your career, so making an immediate impact and getting results at each new workplace is essential to your survival and success.
How can you develop skills that are transferable to other jobs and industries and still be in control of your employment destiny?
One avenue that is gaining popularity and momentum is executive coaching. As the name suggests, executive coaching was previously used as a tool to develop aspects of a talented executive's work approach that were otherwise underdeveloped or lacking. However companies are increasingly offering it as a work-life benefit to high-potential, high-performing employees whom they want to recruit and retain.
Executive coaches analyse your ability and strengths and work closely to keep your career in shape. They help you unlock your potential and teach you to focus your time, talent and energy on achieving important goals. They also help you bring the best out of your co-workers, which is essential for you to achieve your objectives.
Article by Dr Sattar Bawany, Head of Transition Coaching Practice at DBM Asia-Pacific, DBM, a leading global a leading global human capital management firm providing career management, executive coaching, and talent management solutions to private and public companies, not for profits and governments. Website: www.dbm. com Email: sbawany@dbm.com
