Career Development : Networking and Mentoring (2012)

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A presentation delivered to Business Edge students at Edith Cowan University in September 2012. Its focus is on the value of networking and mentoring to individual career development and progression.

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Career Development : Networking and Mentoring (2012)

  1. 1. Barry J HorneT: (08) 9448 6753E: barryjh@amnet.net.au ECU BES5100L: http://au.linkedin.com/in/barryhorne September 2012
  2. 2. Consulting to Organisations: Change Projects, Employee Benefits  Coaching Teams: Cross-Functional Projects  Leading Professional Teams: Research, Actuarial  Workplace Coaching: Executives, Managers Coaching and Advising Individuals: Career Direction/Transition, Financial Planning  Training Career ProfessionalsHorne (2012)
  3. 3. Barry J HorneT: (08) 9448 6753E: barryjh@amnet.net.au ECU BES5100L: http://au.linkedin.com/in/barryhorne September 2012
  4. 4. INHERITANCE Predetermined Outcomes Passed from Background/Family CYCLES Identifiable Stages Through Which Inevitably Pass (Growth, Exploration, Establishment, Maintenance, and Decline) ACTION Imposition of Will in the World FITInkson (2006) Slots into Which Occupational
  5. 5. JOURNEYS ROLES Acted Out in Theatre of Life RESOURCES Organisational Inputs STORIES Life Narratives Tell Ourselves and Others RELATIONSHIPS Networks of Contacts/InteractionsInkson (2006)
  6. 6. The 3 Metaphor Categories That Resonate Most Strongly with Me are:Inkson (2006)
  7. 7. Career Development Model (Review) Performance Contextual and satisfaction & review facilitate ongoing car on ers eer Self marketing titi c de ve ra Career development p lo er pm is an ongoing process of Care e career and life exploration, nt (Do) decision making, planning, (Discover) action and review. Se m It involves self and s ial lf a a n process management. na d rel oc Employability ds s Opportunity ge atio f an rene and enterprise me nshi nt p Sel wa exploration/ skill development a alignment Action planning Goal setting Judy Denham, July 2004 (Decide)Denham (2004)
  8. 8. Scan Environment Review Progress Know Your Product Implement Research Strategy and Potential Tactics Markets Design Determine Marketing Campaign Success Collateral Criteria / Target Markets Develop Marketing StrategyHorne (2012)
  9. 9. Career Values, Deep Drivers Seated Life Achievements Interests Top Disciplinary Skills Knowledge [Management, Realms Technical, Transferable, Career Personal Management] QualitiesHorne (2012)
  10. 10. Material Rewards Affiliation Autonomy Power/ Creativity Security Influence Search for Expertise Status MeaningSchein
  11. 11. Driver Seeking To Material Rewards Possess Wealth and Enjoy High Standard of Living Power/Influence Control People and Resources Search for Meaning Do Things Valuable for Their Own Sake Expertise Accomplish at High Level in Specialised Field Creativity Innovate and be Identified for Original Input Affiliation HaveNourishing Relationships at Work Autonomy Have Independence to Make Own Decisions Security Have Solid and Predictable Future Status Gain Community Recognition, Admiration, and RespectSchein
  12. 12. The 3 Career Drivers of Greatest Importance to Me at this Juncture of My Career are:Schein
  13. 13. Application of Technology Quantitative Analysis Creative Enterprise Production ControlMentoring/Counselling Theory Managing People and Development/Conce Relationships ptual Thinking Influencing ThroughButler and Language and IdeasWaldroop (1999)
  14. 14. …is the building and nurturing of personal and professional relationships to create a system or chain of information, contacts and support (Course Text)Barry J HorneT: (08) 9448 6753E: barryjh@amnet.net.au ECU BES5100L: http://au.linkedin.com/in/barryhorne September 2012
  15. 15. Social Networks of Contacts/Interactions  Family Members, Friends, Social Acquaintances  Learning Facilitators, Student Peers  Organisational Colleagues  Clients, Customers, Suppliers  Industry Group Members and Professional Peers  Recruitment Consultants  Contacts via ReputationHorne (2012)
  16. 16.  Career / Labour Market Research? ◦ Informational Interviewing (especially Labour Market Entry, Re-entry or Career Change)  Major Opportunity Search Strategy? ◦ Build Network Before Need It ! ◦ What’s Your Offer? ◦ Business Intelligence Gathering / Market Opportunity Discovery  Employability / Business Enhancement? ◦ Brand, Credibility, Visibility and Reputation DevelopmentHorne (2012)
  17. 17.  Primary Research Method ◦ First Hand Interviews of People Working in Settings, Occupations, Professions, or Industries of Potential Interest Preparation ◦ Frame Interview Questions ◦ Business / Contact Card ◦ Research Interviewees ◦ Script Approach ◦ Make Slight Ego Play and Ask for Help ◦ Arrange 20-30 Minute MeetingHorne (2012)
  18. 18.  Conduct Indicative Meeting Framework ◦ Semi-Structured Interview Process ◦ Never Contradict Stated Purpose 0 Rapport Building – Thank for ◦ Ask Permission for Note-Taking Meeting Opportunity, Mention ◦ Focus on Interviewee’s Experience Referral Source ◦ Secure Insights, Greater Understanding 5 Ask Informational Interview ◦ Manage Interview Time Questions - Focus On ◦ Ask for Referrals to Others Interviewee’s Setting, Position, Occupation, Industry and  Follow-Up Associated Developments ◦ Thank Interviewee Within 48 Hours /Trends. ◦ Reciprocate, if Possible 20 Be Prepared to Explain Motives,  Analysis Outline Background ◦ Cross-Reference Multiple 25 Thank Interviewee, Ask About Interviewees’ Perspectives Others Well Placed to Help with Research 30 Close MeetingHorne (2012)
  19. 19. 70% Decision-Making Autonomy, Budget Recruitment Human Hiring Consultant Resource Manager s30%Horne (2012)
  20. 20. Stimulus Questions (Based on Peak Thinking)  Experience Across Multiple Economic Sector(s)?  Industries Worked In/For?  Field(s) of Expertise (e.g. Accountancy)?  Work Setting Exposure (e.g. Corporate, Consultancy)?  Compared with Others in Field, Areas of Specialisation?  Major Projects / Achievements Worthy of Note?  Key Skills?  Formal Qualifications?  Professional Memberships / Accreditations?  Leadership and/or Personal Style?Horne (2012)
  21. 21. Example A Project Manager with over 5 years’ experience with Australian subsidiaries of a global Group providing equipment and professional services to the mining, minerals, materials handling, and cement industries. Areas of particular expertise include Commercial Project Management, Claims Management, and Construction Law. Possesses a capacity to work autonomously, and in project teams, to solve complex, challenging business problems by applying excellent investigative, conceptual, critical thinking, planning, quantitative, and technology skills. Practical experience and training in Project Management are supported by formal qualifications in Construction Law, Business Administration, and Accounting.Horne (2012)
  22. 22.  Target-Driven Activity  Impress Professionally in Every Interaction  Increase Number of People Aware of, and Supportive, of Career Goals  Behave as Resourceful, Curious Business Person  Know Your Unique Sales Proposition (Offer)  Use Modified Informational Interviewing Techniques  Business Intelligence GatheringHorne (2012)
  23. 23.  Develop Matrix of Support Within (or For) Business  Tap Into Experience and Expertise of Colleagues (Peers)  Identify Suppliers (Prospective Clients) via Network  Gain Understanding of Political Landscape of Systems  Discover Organisation (Industry) Culture and Dynamics  Learn About Emerging Career (Business) Opportunities  Know Organisation’s Business Service and Product Lines  Progressively Develop Reputation Across Business (Market)Horne (2012)
  24. 24.  Consider Networking a High Priority Business and Career Activity  Always Carry Business or Contact Cards  Collect Business Cards / Organise Network Data  Network with People Aligned with Current and Future Career Goals  Leverage Time and Increase Probability of Synchronicity by Strategically Selecting and Attending Industry / Professional Association Events  Never Underestimate Potential Value of Network  Reciprocate, Share, and Exchange Value  Learn Together  Understand Your Network Members’ Capabilities and Interests  Be a Connector – Introduce People!Horne (2012)
  25. 25. Barry J HorneT: (08) 9448 6753E: barryjh@amnet.net.au ECU BES5100L: http://au.linkedin.com/in/barryhorne September 2012
  26. 26.  Trusted Counselor or Guide (Merriam-Webster Dictionary)  Wise, Loyal Advisor or Coach (Cleveland MetroHealth)  Person Who Helps Another Learn Something Otherwise Not Learnt as Quickly, or At All (Bell) Characteristics of Mentor  Senior with Deep Experience in Field, or Specialty Mentee Works In, or Aspires to Work In  Close Proximity  Similarities / Differences with Mentee Strengths / WeaknessesReh,Santiago
  27. 27. Role Description Examples Interpreter ExplainsNature and Organisational Politics, Working of Systems Exercise of Influence Advocate Facilitates Outcomes Strategic Support for andGarners Support Mentee Ideas Relationship Builder Establishes / Builds Introduction to Constructive, Helpful Networks Relationships Process Consultant Builds Mutual Learning Mutual Exploration of Process to Attain Methods, Approaches Outcomes Learning Consultant Identifies and Locates Recommend Suitable Learning Opportunities TrainingLewis
  28. 28. Finding a Mentor  Professional Associations (e.g. CPA Australia)  Business Member Organisations (e.g. Australian Institute of Management, Business Council of Australia, Australian Institute of Company Directors)  New Entrepreneur Mentors (e.g. Small Business Mentoring Service)  Formal Organisational Mentoring Programs  Admired/Respected Professional Peers or Industry ColleaguesHorne (2012)
  29. 29.  Displays Real Interest  Demonstrates Insight  Enthuses and is Positive  Provides Constructive Challenge/Advice  Uses Facilitative Interpersonal Skills  Gives Information  Offers Honest Feedback (Skills, Potential)  Shares Networks  Manages SessionHirsh et al (2001)
  30. 30.  Approach: Email  Survey Sample: Selected Executive Members  Method: Online Survey  Data Collection: October – November 2011  Responses: 111AHRI (2012)
  31. 31. Operating a Mentoring Mentor Scheme Scheme? (111) Director? (71) Dont Know; 4% No; 44% No; Yes; Yes; 32% 64% 56%AHRI (2012)
  32. 32. Mentoring Period (71) In-House Mentors? (71) 6 Other; Months 13% ; 11% No ; Indef 38% 18% Yes; >1 1 Year; 62% Year; 45% 13%AHRI (2012)
  33. 33. Independent Matching Methods Formal Independent Used (24) Party Matching? (71) Dont Mentor Capacity to 79% Stretch Mentee Know , 10% 92% Aptitudes and Interests of Mentors and Mentees Yes No, 5 , 34% 6% 75% Assessment of Mentee Potential Resume Review 83%AHRI (2012) 0% 20% 40% 60% 80% 100%
  34. 34. Code of Conduct? (71) Code of Conduct Areas (71) Dont Other 7% Know Don’t Know 10% , 6% 16% No, 2 Not Applicable 9% Business Objectives 59% Yes, Frequency/Duration 59% Meetings 65% Confidentiality 63% 34% Managing Conflicts of Interest No Poaching 22% 0% 10% 20% 30% 40% 50% 60% 70%AHRI (2012)
  35. 35. Scheme Services Coach to Prepare Mentees 20% Buddy System 20% Informal Networking for Mentors 45% Informal Networking for Mentees 54% Mentor Handbook 54% Mentee Handbook 63% Mentor Briefings 73% Mentee Briefings 73% 0% 10% 20% 30% 40% 50% 60% 70% 80%AHRI (2012)
  36. 36. Mentee Reported Benefits Other Dont Know Insights on Ways of Managing Problems and Interpersonal Relationships Greater Confidence Clarity re Senior Responsibilities 0% 10% 20% 30% 40% 50% 60% 70%AHRI (2012)
  37. 37. Targeting Potential Board of Directors (Mentors)  Range of Experience, Expertise and Personal Qualities?  Overcome Perceived Career Barriers Confronting You?  Capable of Conducting Effective Career Discussions?  Capacity to Stretch You?  Levels of Interpersonal Chemistry and Mutual Respect? Contracting (Orientation / Initiation)  Scope, Objectives of Relationship  Frequency, Duration, Location of Meetings  Expected Time Commitments Between Meetings (Both Parties)  Agree Meeting Protocols and Mentoring Frameworks (e.g. REGROW)Horne (2012)
  38. 38. Participating (Cultivation)  Be Professional  Respect Mentor’s Time Commitment  Undertake Agreed Actions Between Sessions  Reflect, Evaluate and Concisely Report Outcomes  Specify Goals for Session in Advance  Expect Challenge, and Respond Constructively  Adhere to PromisesHorne (2012)
  39. 39.  Begley, P. (2012). Coaching and Mentoring. Executive: Pulse. Australian Human Resources Institute Butler T. & Waldroop, J. (1999). Job Sculpting : The Art of Retaining Your Best People. Harvard Business Review (September – October). Reprint 99502 Chartered Institute of Personnel and Development [CIPD] (2005). Career Discussions at Work: Practical Tips for HR, Managers and Employees. Denham, J. (2003, 2004) Employability and Enterprise Skills Course. Edith Cowan University Hirsh W., Jackson., C, Kidd, J. (2001). Straight Talking: Effective Career Discussions at Work. Inkson, K. (2006). Understanding Careers: The Metaphors of Working Lives. Sage Publications Lewis,G. (1996). The Mentoring Manager. Institute of Management Foundation. Pitman Publishing Quintessential Careers Informational Interview Questions downloaded from: http://www.quintcareers.com/informational_interview_questions.html Quintessential Careers Informational Interviewing Tutorial downloaded from: http://www.quintcareers.com/informational_interviewing.html

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