Progressing at work and career advancement January 2011
Upcoming SlideShare
Loading in...5
×
 

Progressing at work and career advancement January 2011

on

  • 647 views

Half day interactive open workshop for individuals seeking to enhance their career prospects in Toronto.

Half day interactive open workshop for individuals seeking to enhance their career prospects in Toronto.

Statistics

Views

Total Views
647
Views on SlideShare
647
Embed Views
0

Actions

Likes
0
Downloads
3
Comments
0

0 Embeds 0

No embeds

Accessibility

Categories

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Progressing at work and career advancement January 2011 Progressing at work and career advancement January 2011 Presentation Transcript

  • Progressing at work and career advancement
    by Toronto Training and HR
    January 2011
  • Contents
    3-4 Introduction to Toronto Training and HR
    5-6 Definitions
    7-20 New requirements for 2011
    21-22 Kick start you career-accountants
    23-24 Core factors of a top-drawer senior candidate
    25-26 Four stages of career building
    27-29 Taking stock of your assets
    30-31 Exploring work possibilities
    32-33 Raising your status
    34-36 Getting to the top
    37-40 Grab hold of your career
    41-43 Who REALLY gets headhunted?
    44-46 Moving forward
    47-49 Are you promotable?
    50-56 Why did I miss out on that promotion?
    57-58 Conclusion and questions
    Page 2
  • Page 3
    Introduction
    View slide
  • Page 4
    Introduction to Toronto Training and HR
    Toronto Training and HRis a specialist training and human resources consultancy headed by Timothy Holden
    10 years in banking
    10 years in training and human resources
    Freelance practitioner since 2006
    The core services provided by Toronto Training and HR are:
    • Training course design View slide
    • Training course delivery
    - Reducing costs
    • Saving time
    • Improving employee engagement & morale
    • Services for job seekers
  • Page 5
    Definitions
  • Page 6
    Definitions
    Career
    Job
    Occupation
    Role
  • Page 7
    New requirements for 2011-General Counsel
  • Page 8
    New requirements for 2011-General Counsel
    Business acumen
    Ability to interact with the board
    Experience managing an internal legal function
    Able to negotiate with regulators and watchdog agencies
    Strong external network
    Judgment needed to outsource legal work
    appropriately and cost-effectively
    Knowledge of new environmental regulations and green considerations
  • Page 9
    New requirements for 2011-VP Supply Chain
  • Page 10
    New requirements for 2011-VP Supply Chain
    End-to-end understanding of the supply chain
    Cost-conscious exploration of outsourcing and internal solutions
    Ability to partner with the CIO to improve interactions with customers and suppliers; technical savvy
    Experience running a business unit, managing a P&L, and interacting with customers
    Ability to collaborate across all business units and global functions and with the support organization
  • Page 11
    New requirements for 2011-VP Human Resources
  • Page 12
    New requirements for 2011-VP Human Resources
    Commercial acumen
    Understanding cultural differences & shifting demographics
    Change management skills; facility with cultural change initiatives
    The credibility needed to act as an internal adviser to the CEO and the board
    Ability to work with the board to manage succession
    Technological savvy
    Expertise in building compensation and performance into governance structures
    Skill at marketing the VP HR role to the rest of the firm
  • Page 13
    New requirements for 2011-CFO
  • Page 14
    New requirements for 2011-CFO 1 of 2
    Experience that matches a company’s current needs—M&A experience for a company in growth
    mode, for instance, or a strong background in
    controls for a company that has experienced
    restatements or earnings violations
    Somewhat reduced focus on accounting skills and increased focus on strategic thinking
    Skill at finding the link between accounting
    and new business models and strategy
  • Page 15
    New requirements for 2011-CFO 2 of 2
    Understanding of risk and how to balance it with performance
    A stronger outward focus, particularly when
    it comes to investor relations (though CFOs
    still need to be good overseers on the accounting
    front)
    A global, as opposed to country-specific, approach to finance
  • Page 16
    New requirements for 2011-CIO
  • Page 17
    New requirements for 2011-CIO
    Ability to view the organization holistically,
    across functional, unit, and regional boundaries
    Process orientation and comfort with organizational design
    Information analytics knowledge; ability to help companies sort through and use information
    Expertise in investment allocation and using
    ROI to make decisions about future IT
    expenditures
  • Page 18
    New requirements for 2011-VP Sales & Marketing
  • Page 19
    New requirements for 2011-VP Sales & Marketing 1 of 2
    Significant in-sector experience
    Experience handling the marketing challenges and opportunities presented by new channels
    Ability to serve as the CEO’s single point of contact for marketing, sales, and e-commerce
  • Page 20
    New requirements for 2011-VP Sales & Marketing 2 of 2
    Sophisticated technology know-how, as some distribution becomes more channel neutral; skill at managing relationships between commercial and technology executives
    Crisis and reputation management skills
    The ability to promote transparency and manage
    customer communities and public conversations
  • Page 21
    Kick-start your career-accountants
  • Page 22
    Kick-start your career-accountants
    Set yourself clear targets
    Be ready to accept new responsibilities
    Learn new technologies
    Networking
    Be conspicuous
  • Page 23
    Core factors of a top-drawer senior candidate
  • Page 24
    Core factors of a top-drawer senior candidate
    Demonstrating strategic skills
    Building a strong management team
    Managing implementation
    Creating the capacity for innovation
    Lateral management
    Projecting executive presence
  • Page 25
    Four stages of career building
  • Page 26
    Four stages of career building
    Get to know yourself
    Explore possibilities
    Set goals
    Take action
  • Page 27
    Taking stock of your assets
  • Page 28
    Taking stock of your assets 1 of 2
    Personal career assets
    What have you dreamed of doing?
    What are your values?
    What interests you?
    Positive and negative thinkers
    Clarifying your beliefs
    Skills-numerical, communication, leadership, sense awareness, using logical thinking, helping, organizational, technical, self-management, being creative & innovative
  • Page 29
    Taking stock of your assets 2 of 2
    What do you know?
    What kind of person are you?
    What are your work-related material assets?
    What relationship assets do you have?
    Creating a portfolio
  • Page 30
    Exploring work possibilities
  • Page 31
    Exploring work possibilities
    Alternative ways of working
    Identifying work possibilities
    Investigating work possibilities
    Mixing and matching information
    Your work possibilities
  • Page 32
    Raising your status
  • Page 33
    Raising your status
    Stop helping
    Hone your delivery
    Change your role
    Adopt a cause
    Take the lead
    Sparkle on stage
    Act proud
    Be hard to please
    Take criticism on the chin
  • Page 34
    Getting to the top
  • Page 35
    Getting to the top 1 of 2
    Insiders
    Outsiders
    Board members
    Insider-outsiders
    Former executives
  • Page 36
    Getting to the top 2 of 2
    MAINTAINING MOMENTUM
    Find your flow
    Plan ahead
    Keep a sense of urgency
    Mix it up
    Check in
    Know the risks
    Delegate
    Get competitive
    Take a break
    Keep the prize in mind
  • Page 37
    Grab hold of your career
  • Page 38
    Grab hold of your career 1 of 3
    Be self-managing
    Know what you have to offer
    Keep on learning
    Understand business trends
    Prepare yourself for areas of competence, not jobs
    Find a mentor
    Build financial independence
    Network, network, network
    Keep your resume up to date
    Create a vision
  • Page 39
    Grab hold of your career 2 of 3
    FALLACIES ABOUT HOPPERS
    Job-hoppers prosper
    A move should be a move up
    Big fish swim in big ponds
    Career and industry switchers are penalized
  • Page 40
    Grab hold of your career 3 of 3
    FLEEING THE PIGEONHOLE
    Identify areas of interest
    Look for fit
    Observe differently
    Shift from tasks to relationships
    Communicate your interest
    Get feedback
  • Page 41
    Who REALLY gets headhunted?
  • Page 42
    Who REALLY gets headhunted? 1 of 2
    Be self-managing
    Know what you have to offer
    Keep on learning
    Understand business trends
    Prepare yourself for areas of competence, not jobs
    Find a mentor
    Build financial independence
    Network, network, network
    Keep your resume up to date
    Create a vision
  • Page 43
    Who REALLY gets headhunted? 2 of 2
    Identification of the executives to be targeted
    Who is on the database?
    Attached and unattached executives
    Getting the approval of executives to be moved Comparisons between placements and executives who changed jobs through other means
    Matching executives, jobs and employers
    Lateral, downward or upwards
  • Page 44
    Moving forward
  • Page 45
    Moving forward 1 of 2
    Setting goals
    Building scenarios
    Confront your what-ifs
    Recognize resistance
    Keep on learning
    Your goals and strategies
  • Page 46
    Moving forward 2 of 2
    Expand your alternatives
    Make yourself useful
    Establish boundaries
  • Page 47
    Are you promotable?
  • Page 48
    Are you promotable? 1 of 2
    Do you call in sick less than three times annually?
    Do you work reasonable hours and have outside interests?
    Do you dress for success, even in uniform?
    Do you avert crises, rather than create them?
    Do you have high employee retention?
    Do your employees willingly handle problems in your absence?
  • Page 49
    Are you promotable? 2 of 2
    Do you know your priorities and manage by
    them daily?
    Do you support the team, up, down and across?
    Do you analyzeproblems deeply and propose solutions?
    Do you feel loyal to your organization?
  • Page 50
    Why did I miss out on that promotion?
  • Page 51
    Why did I miss out on that promotion? 1 of 6
    Decisions about who gets promoted can seem mysterious and arbitrary-stellar performance reviews and a strong track record but still getting passed over. What’s going on?
    In most organizations feedback is vague and confusing – sometimes intentionally, so as not to demoralize-it’s up to you to ferret out the real reasons you missed the job.
    For example, think twice when you’re told you need to
    work on “leadership” or gain more “seasoning.” These can
    be code words masking more specific concerns, like a failure to demonstrate strategic thinking or an inability to delegate.
  • Page 52
    Why did I miss out on that promotion? 2 of 6
    NON NEGOTIABLES IN EXECUTIVE CAREER ADVANCEMENT-factors that are absolutely necessary for you to be a contender
    Demonstrating consistently strong performance
    Displaying ethics, integrity, and character
    Being driven to lead and to assume higher levels of responsibility
  • Page 53
    Why did I miss out on that promotion? 3 of 6
    DE-SELECTION FACTORS IN EXECUTIVE CAREER ADVANCEMENT-characteristics that prevent you from being considered as a serious candidate
    Having weak interpersonal skills
    Treating others with insensitivity or abrasiveness
    Putting self-interest above company good
    Holding a narrow, parochial perspective on the business and the organization
  • Page 54
    Why did I miss out on that promotion? 4 of 6
    CORE SELECTION FACTORS-capabilities that breed others’ confidence in your ability to succeed at the senior executive level
    Setting direction and thinking strategically; spotting marketplace trends and developing a winning strategy that differentiates the organization
    Building and continually upgrading a strong executive team; having a “nose for talent”; establishing an adequate level of team cohesion
  • Page 55
    Why did I miss out on that promotion? 5 of 6
    CORE SELECTION FACTORS-capabilities that breed others’ confidence in your ability to succeed at the senior executive level
    Getting things done across internal boundaries (lateral management); demonstrating organization savvy;
    influencing and persuading colleagues; dealing well with conflict
    Growing and developing as an executive; soliciting and responding to feedback; adjusting leadership style in light of experience
  • Page 56
    Why did I miss out on that promotion? 6 of 6
    CORE SELECTION FACTORS-capabilities that breed others’ confidence in your ability to succeed at the senior executive level
    Managing implementation without getting involved at too low a level of detail; defining a set of roles, processes, and measures to ensure that things get done reliably
    Building the capacity for innovation and change; knowing when new ways of doing business are required; having the courage, tolerance for risk, and change-management skills to bring new ideas to fruition
  • Page 57
    Conclusion & Questions
  • Page 58
    Conclusion
    Summary
    Questions