PAIS Newsletter - February 2017 (Plain Text Version)
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BOOK REVIEW A REVIEW OF "STRETCH: HOW TO FUTURE-PROOF YOURSELF FOR TOMORROW'S WORKPLACE"
As language program administrators, we are on the frontlines of disruptive changes in the field of ESL/EFL. Learners can sign up for live, one-on-one online sessions with native speakers at a fraction of the cost of brick-and-mortar programs. In our classrooms, transparencies, VHS, and cassette tapes are distant memories. Even on the business end, we navigate our international partnerships remotely. Identifying change is relatively easy, but understanding the ripple effect these changes will have on our profession is more complicated. The authors of Stretch weave together narrative and research to create a picture of tomorrow's workforce by mapping out five key practices for the individual to keep him- or herself at the forefront of change. These practices underscore what the authors term the stretch imperative. Self-assessments and recommendations are built into each chapter, giving the reader hands-on tools to work through the material. The majority of chapters conclude with a section titled What Organizations and Managers Can Do, a message outlining strategies that leaders can use to help grow themselves, their employees, and, by extension, their organizations. There are five parts to the stretch imperative. Each is described briefly below, with emphasis placed on the key takeaways for leadership. Part 1 is an introduction to the stretch imperative based on several megatrends. The megatrends will not be new to the reader, and include the following: globalization, demographic shifts, big data, new technologies, climate change, redefined jobs, and complexity. The section on redefined jobs will resonate with those from the ESL/EFL field, as it highlights an increase in contractual work with a corresponding decrease in long-term (i.e., tenure-track) positions in order to defray costs associated with fringe benefits. The critical message in Part 1 is that every employee has a “sell-by date,” a point at which skills are outdated, if one is not proactive in anticipating the future needs of an industry. Part 2 of the stretch imperative emphasizes that each individual is on his or her own when it comes to managing a career and professional development. This includes predicting one's sell-by date in terms of outdated, outsourced, and/or mechanized skills. Employees must be able to follow the signs of the megatrends in an industry and respond accordingly by learning on the job and being open to change. Leaders can integrate several strategies to help with ongoing professional development, to include openly discussing what excellence looks like in detail, providing opportunities for on-demand learning, and curating learning options. As an example of the latter, many large employers offer access to subscription-based online training programs, such as Lynda.com, but thousands of training options make it challenging for the individual to take advantage of these resources. Part 3 continues with implications related to an increase in contractual work, chiefly that everyone will need employment options and opportunities to grow skills. Options come through deliberate and strategic networking. While networking's value is not new, the authors go into specific strategies one can use to cultivate a robust network, giving fresh perspective on the pros and cons of using personal and professional networks when seeking out new opportunities. Leaders can foster networking by sponsoring communities of practice and organizing teams of individuals with a diverse range of experiences. One interesting concept was reverse-mentorship, in which novices mentor experienced employees on new trends, approaches, and practices. Reverse-mentorship is especially beneficial for those who have been in a field longer than ten years, or in an area where there is rapid change. Fostering relationships with novices forces us to test assumptions and check biases. In terms of helping employees gain experience, leaders can foster a culture of continual growth by rewarding those who volunteer for new projects and take on new risks through the annual evaluation process. If an activity is measured, there is implied value and that implied value will motivate action. Part 4 looks at the long-game of one’s career. The authors note that the average person will have 11 employers by the time he or she retires. Resilience and grit are required in the face of industry upheavals and inevitable transitions. Those who embrace these traits will be able to bounce forward and respond proactively. Organizations can help foster these character traits by shifting the focus from employment to employability and supporting skill enhancement. Part 5 concludes with 10 predictions about the future workforce, along with the top 10 capabilities for tomorrow. The authors predict that an individual must develop deep expertise in a given subject. Knowledge workers who are subject-matter experts and maintain their expertise will always be able to find employment. Completing a degree does not make one an expert, but rather produces a novice. Expertise comes with experience and growth projects. Some experiences and projects can accelerate growth and some will stagnate growth. Other critical skills emphasized include: leadership, an entrepreneurial spirit, creativity, soft skills, and the ability to stretch. In sum, the authors provide a detailed picture through an accessible narrative of how the relationships among jobs, employers, and employees will shift in the coming decades in response to industry disruptions. The message and corresponding strategies are on-point for program administrators dealing with the current fluctuations in parts of the ESL industry. Additionally, for those involved with teacher-training programs, Stretch would serve as a valuable reference when it comes to framing the importance of up-skilling over the course of a career. Erin N. O’Reilly is the director of the Intensive English Institute at the University of Illinois at Urbana-Champaign. |
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