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Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
Vilnius Career Management Programme Tg&Msg
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Vilnius Career Management Programme Tg&Msg

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Workshop for PhD students at Vilnius and Mykolas Romeris Universities (Lithuania).

Workshop for PhD students at Vilnius and Mykolas Romeris Universities (Lithuania).

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  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009 1
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009
  • Our experience in Lithuania (c) M S Guttridge 2009 Introduction to SG&A - Vilnius 0807 (c) M S Guttridge 2007
  • Transcript

    • 1. Smith Guttridge & Associates Terry Gregory & Mike Guttridge
    • 2. Career Management Vilnius University - 2009 <ul><li>Presenters </li></ul><ul><li>Terry Gregory </li></ul><ul><li>& Mike Guttridge </li></ul><ul><li>Smith - Guttidge & Associates </li></ul>© M S Guttridge 2009
    • 3. Career Management Mykolas Romeris University - 2009 <ul><li>Presenters </li></ul><ul><li>Terry Gregory </li></ul><ul><li>& Mike Guttridge </li></ul><ul><li>Smith - Guttidge & Associates </li></ul>
    • 4. Tutors Background <ul><li>Terry Gregory – a professionally qualified Career Coach who has worked on career management programmes in 6 UK universities, 3 in Lithuania and 1 in Israel. He also spent 10 years as a Senior HR Manager where he was involved in training senior managers in “effective recruitment and selection” techniques. He has worked as a Freelance Consultant for over 10 years. </li></ul><ul><li>Mike Guttridge – a Chartered Occupational Psychologist who has worked on career coaching programmes with graduate trainees as well as Senior Directors in a number of international organisations. His other areas of expertise are leadership and motivation in addition to being accredited to administer a broad range of psychometric tests. Prior to becoming a freelance consultant he was Director of HR in a leading public sector organisation in the UK. </li></ul>
    • 5. Sunday Times Newspaper - 30 August 2009 <ul><li>........ and press 3 for graduate jobs at call centres. </li></ul><ul><li>“ Hello, I’ve got a 2:1, how may I help you?” </li></ul><ul><li>Call centres, once seen as the sweatshop of the British economy, are being flooded with job applications from university leavers who have found that traditional career opportunities wither in a recession. </li></ul>© M S Guttridge 2009
    • 6. What Do You Want From Today? © M S Guttridge 2009
    • 7. What Does Career Management Mean to You? © M S Guttridge 2009
    • 8. What is Career Management? <ul><li>“ Lifelong, self-monitored process of career planning that involves choosing and setting personal goals , and formulating strategies for achieving them.” </li></ul><ul><li>Source: BusinessDictionary.com </li></ul><ul><li>- Is this concept now outdated? </li></ul>© M S Guttridge 2009
    • 9. Career MOT <ul><li>How prepared are you to manage your career? </li></ul><ul><li>Complete the MOT self assessment – what does it tell you? </li></ul>© M S Guttridge 2009
    • 10. Current Employment Trends <ul><li>Eurozone unemployment hit a ten-year high of 9.5% in July and is seen rising further before a nascent economic recovery supports the job market, undermining hopes that consumer spending will boost growth. </li></ul><ul><li>Source: EurActive.com </li></ul>© M S Guttridge 2009
    • 11. Lithuanian Economy <ul><li>LITHUANIA YESTERDAY RE-VEALED THE FULL EXTENT OF ECONOMIC TURMOIL SWEEPING THE BALTIC STATES WHEN IT AN-NOUNCED A 22.4 PER CENT DECLINE IN GROSS DOMESTIC PRODUCT DURING THE SECOND QUARTER. </li></ul><ul><li>DALIA GRYBAUSKAITE, LITHUANIA'S PRESIDENT, TOLD NEWS AGENCIES THE ACCELERATED SECOND QUARTER DROP WAS A &quot;SERIOUS SIGNAL&quot; BUT SHE FORECASTED THAT THE THIRD QUARTER WOULD SHOW A SLOWER RATE OF DECLINE. </li></ul><ul><li>Source: THE FINANCIAL TIMES 29 July 2009 </li></ul>© M S Guttridge 2009
    • 12. What Are the Implications for Graduates in Lithuania? © M S Guttridge 2009
    • 13. The Changing World of Work <ul><li>Fewer opportunities to climb corporate ladder </li></ul><ul><li>Career development – lateral </li></ul><ul><li>Increased responsibilities / greater pressure </li></ul><ul><li>Need to respond positively to change </li></ul><ul><li>Need to embrace new technology </li></ul><ul><li>Greater flexibility / hot desking / portfolio working </li></ul><ul><li>Displacement of non core activities - outsourcing </li></ul><ul><li>Employers paternalism disappeared (psychological contract) </li></ul><ul><li>Career change / lifelong learning – norm (CPD) </li></ul><ul><li>“ Employability” rather than employment </li></ul><ul><li>Knowledge management critical </li></ul><ul><li>40:40 replaced by 1:2:3 (Charles Handy) </li></ul><ul><li>Career planning / management will become critical </li></ul>© M S Guttridge 2009
    • 14. Hierarchical Changes - The Modern Organisation <ul><li> CEO </li></ul>© M S Guttridge 2009 CEO
    • 15. What Do You Think Employers Expect of Graduates? <ul><li>Briefly discuss this in your group and feed back your findings (10 minutes) </li></ul>© M S Guttridge 2009
    • 16. Employers looked for the following attributes, in decreasing importance , when hiring graduates <ul><li>Relevant work experience </li></ul><ul><li>Good work ethic/attitude </li></ul><ul><li>Degree subject studied </li></ul><ul><li>Ability to be a team player </li></ul><ul><li>Mature attitude </li></ul><ul><li>Class of degree </li></ul><ul><li>Easygoing, cheerful attitude </li></ul><ul><li>Reputation of university attended </li></ul><ul><li>Ambitious and career-minded </li></ul><ul><li>Natural leadership </li></ul><ul><li>University of Hertfordshire Research Report (500 companies) </li></ul><ul><li>Source: Guardian Newspaper 04/08/06 </li></ul>© M S Guttridge 2009
    • 17. The Ten Top “Skills” Employers Love <ul><li>Communication </li></ul><ul><li>Teamwork </li></ul><ul><li>Enthusiasm, drive and motivation </li></ul><ul><li>Planning, organisation and time management </li></ul><ul><li>Interpersonal skills </li></ul><ul><li>Commercial awareness </li></ul><ul><li>Flexibility and adaptability </li></ul><ul><li>Initiative </li></ul><ul><li>Independence </li></ul><ul><li>Problem solving </li></ul><ul><li>NB Some are personal attributes, not skills! </li></ul><ul><li>Source: Dr Job website – 26/04/07 </li></ul>© M S Guttridge 2009
    • 18. Employers Perceptions of Graduates (UK) <ul><li>“ One third of our members are </li></ul><ul><li>not happy with the employability skills of </li></ul><ul><li>the graduates they recruit.” </li></ul><ul><li>“ Many graduates are failing to show themselves fit for purpose …….amongst the employability skills lacking are communication, team working and business acumen.” </li></ul><ul><li>MilesTempleman Institute of Directors (Guardian 20/02/2007 ) </li></ul>© M S Guttridge 2009
    • 19. Employers Perception of Students (UK) <ul><li>Universities should do more to teach students basic “people and communications skills” and make sure that they understand the importance of getting to work on time , to prepare them better for the world of work, business leaders said yesterday. </li></ul><ul><li>Richard Lambert Director General (CBI) </li></ul><ul><li>Times Newspaper 18 September 2008 </li></ul>© M S Guttridge 2009
    • 20. Graduates Comments Source: Dude, Where’s my Career? <ul><li>“ I am still unemployed – and I was at Oxford” </li></ul><ul><li>- 2:1 English Language and Literature </li></ul><ul><li>“ Employers said I needed work experience” </li></ul><ul><li>- 1:1 Industrial Design and Technology </li></ul><ul><li>“ No one was interested in my Cambridge degree” </li></ul><ul><li>- 2:1 Modern and Medieval Language </li></ul><ul><li>“ Job hunting is exhausting” </li></ul><ul><li>- 2:1 English Literature and Language </li></ul><ul><li>“ I’ve considered deleting my degree from my CV” </li></ul><ul><li>- 2:1 Media Practice </li></ul><ul><li>“ Why did I leave it so late?” </li></ul><ul><li>- 2:1 Politics and Business </li></ul>
    • 21. Career Development Theories <ul><li>Trait & Factor Holland (1997) </li></ul><ul><li>Developmental Theories Super (1996) </li></ul><ul><li>Social Learning Theory Kumboldz (1996) </li></ul><ul><li>Expectancy Model Vroom (1964) </li></ul>© M S Guttridge 2009
    • 22. Career Anchors - Edgar Schein <ul><li>Edgar Schein, widely acclaimed as one of the founders of the field of modern organizational psychology, suggests that every one of us has a particular orientation towards work and that we all approach our work with a certain set of priority and values –he calls this concept our ‘Career Anchors’. </li></ul><ul><li>A &quot;Career Anchor&quot; is a combination of perceived areas of competence, motives, and values relating to professional work choices. </li></ul><ul><li>Often, people select a career for all the wrong reasons, and find their responses to the workplace are incompatible with their true values. This situation results in feelings of unrest and discontent and in lost productivity. </li></ul><ul><li>To help people avoid these problems, Career Anchors help people uncover their real values and use them to make better career choices. </li></ul>© M S Guttridge 2009
    • 23. What is Your Career Anchor? <ul><li>Here is your opportunity to complete the Schein Career Anchors questionnaire. </li></ul><ul><li>Should take about 20 minutes to complete and mark. </li></ul><ul><li>Are the results what you expected or are they a surprise? </li></ul>© M S Guttridge 2009
    • 24. The Chaos Theory of Careers: a user's guide. Author: Bright, Jim E.H.; Pryor, Robert  2005 <ul><li>Chaos Theory of Careers (Pryor & Bright, 2003a, 2003b), which may represent a significant development in the understanding of career behavior. The theory deals with reality as individuals experience it as richly complex, nonlinear, and serendipitous. </li></ul><ul><li>We believe this is why when we present chaos theory in presentations or individually in counseling, so many people--professional counselor and client alike--can identify with it. </li></ul><ul><li>Chaos theory points to some of the neglected realities of career decision making, such as chance, unpredictability, the limits of knowledge at the point of decision making, the limitations of goals, and the nonlinearity of change. </li></ul><ul><li>The Chaos Theory of Career Development also links career development with some of the most profound thinking in other parts of science (Pryor & Bright, 2004). We suspect that this approach is the only theoretically coherent account of chance, the unplanned, and serendipity in contemporary career development theory. </li></ul><ul><li>The approach is inherently dynamic in nature and points to the importance of continual change and adaptation in careers, because both the careers of those around us and the world around us change. </li></ul>© M S Guttridge 2009
    • 25. <ul><li>Chance events influence the careers of people’s lives eg accidents, luck, relationships etc </li></ul><ul><li>Chance events happen continually </li></ul><ul><li>Where is the evidence for the effectiveness of a written career plan? </li></ul><ul><ul><li>Things change all the time so a lot of goal setting does not work well in real life </li></ul></ul>Understanding Chaos Theory – Prof Jim Bright © M S Guttridge 2009
    • 26. Points to Note <ul><li>Planning is a ‘hopeful’ exercise </li></ul><ul><li>Keeping an open mind is important </li></ul><ul><li>Don’t be afraid to change your mind </li></ul><ul><li>React to what is going on around you </li></ul><ul><li>“ Right place at right time” </li></ul><ul><li>Utilise all your contacts </li></ul><ul><li>Life is more than a career (work life / balance) </li></ul><ul><li>Relationships have impact on career choice </li></ul><ul><li>Don’t underestimate “luck” </li></ul><ul><li>Change is the driving dynamic </li></ul>© M S Guttridge 2009
    • 27. Career management now <ul><li>“ There’s no such thing as a career ladder; it’s more like crazy paving – and you have to lay it yourself” </li></ul><ul><li>Sir Dominic Cadbury – CEO, Cadburys plc </li></ul>© M S Guttridge 2009
    • 28. © M S Guttridge 2009 The Alignment Model What do you want? What do they want? What do you offer? What do they offer?
    • 29. What Do You Need to Do Once You Have Got the Job? <ul><li>What would your action plan contain? </li></ul>© M S Guttridge 2009
    • 30. 4 steps to competence © M S Guttridge 2009 Unconscious Incompetence Unconscious Competence Conscious Competence Conscious Incompetence Robinson 1974
    • 31. Some work-related differences (group exercise) (c) Smith Guttridge & Assocaites 2008 Factor Lithuania UK Work Style Multi-tasking Mono-tasking Communications Emotional Rational Change seen as Negative Positive Work/life balance Live to work Work to live Conversation Quite fast Slower
    • 32. The 1 st 100 Days © M S Guttridge 2009 Acquire knowledge quickly Establish new working relationships Juggle organisational & personal transitions Manage expectations Maintain personal equilibrium
    • 33. The 1 st 100 Days © M S Guttridge 2009 <ul><li>Ciampa & Watkins suggest three Core Tasks </li></ul><ul><li>Creating momentum ie energising people and giving them the confidence to succeed </li></ul><ul><li>Mastering enabling technologies such as visioning and coalition building </li></ul><ul><li>Managing yourself ie exercising clear-headed judgement and avoiding being stressed-out </li></ul>
    • 34. 100 Days Action Plan © M S Guttridge 2009 Establish your credibility and make an impact through quick wins. Carrying out a stakeholder analysis is a good starting point External colleagues Your clients or customers Suppliers Your direct reports Support staff Your peers or colleagues Other senior level people Your Line Manager You
    • 35. The Future of Work <ul><li>The company of the future will only have </li></ul><ul><li>two employees </li></ul><ul><li>A man to watch the machinery </li></ul><ul><li>A dog to bite the man if he touches the </li></ul><ul><li>machinery </li></ul><ul><li>Warren Bennis </li></ul>© M S Guttridge 2009
    • 36. (c) Smith Guttridge & Assoc 2009 All rights reserved Telefonas: +44(0)161 764 7742 El. paštas: help@smith-guttridge.eu Thank you A č i ū Smith Guttridge & Associates

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