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Career Pathways and Career
Development: A Competitive
Strategy for the 21st Century

   BELINDA MCCHAREN, ED.D, LPC, NCC
 ...
Changing Career Structure

 Technological change
 Complexity of workplace
 Emerging occupations
 Fast changes
 Multi-...
Rising Educational Expectations

 Related to occupational structure
 Increased global competition
 Education positively...
A New Workforce
                    4


 Must:
  Know  how to learn
  Entrepreneurial

  Technologically savvy

  Sup...
Education as Lifelong Activity

 Career change related to technological change
 Career development and guidance crucial
...
21st Century Skills

 Analytical and problem solving skills
 Business organization and environment
 Communications skil...
21st Century Employability Skills


 Communication
 Organization
 Team contribution and leadership
 Team collaboration...
The Generation of Continuous Learning

          Boomers        Busters

    (76 million people   (65 million people
     ...
Major Paradigm Shift Needed

                         Learning
Educational
System            TO     System

              ...
Employment 1970’s

            High Skill




            Low Skill
Employment 1990’s



         High Skill

          Semi Skill
         Low Skill
Employment 2012


        High Skill

         Semi Skill
        Low Skill
Skills Gap

 80% of the jobs of the future will require some
  post-secondary degree or technical education
 College gra...
Community Development Triad
                  Employment
                  Community




                   Collaboration
...
The Facts Tell Us That We Must Realize


 Education is economic development is
  workforce development
 The source of al...
Career Pathways

 Provide career development structure
 Map for continued learning
 Provides common language
  Job see...
What Are Career Pathways?
•  A Career Pathway represents a grouping
  of occupations within a cluster based on
  commonali...
Preparing individuals for employment in career pathways that relate to families and human needs.


                       ...
Career Ladders

 Skills map
 Connect current skills with future opportunity
 Removes mystery of upward skill and pay mo...
Business roles: Equipment Maintenance and Repair, Supervision
A & P Mechanic
                                           So...
There Will Be a Greater Need to:


 Retrain middle income workers
 Retrain middle age workers
 Retrain dislocated worke...
Career Ladders

 Provide expectation that learning is continuous
 One can move upward through skills attainment not
  ju...
For Questions

     BELINDA MCCHAREN
belinda.mccharen@okstate.edu

Thank you for your attention
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Global hr forum2009-belinda_mccharen-career pathways and career development-a competitive strategy for the 21st century

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Transcript of "Global hr forum2009-belinda_mccharen-career pathways and career development-a competitive strategy for the 21st century"

  1. 1. Career Pathways and Career Development: A Competitive Strategy for the 21st Century BELINDA MCCHAREN, ED.D, LPC, NCC OKLAHOMA STATE UNIVERSITY
  2. 2. Changing Career Structure  Technological change  Complexity of workplace  Emerging occupations  Fast changes  Multi-skilled workers  Future skills projections  Pipeline of prepared workers
  3. 3. Rising Educational Expectations  Related to occupational structure  Increased global competition  Education positively related to salary/wages  Need for improved connections between industry and education  High skill. high wage occupations
  4. 4. A New Workforce 4  Must:  Know how to learn  Entrepreneurial  Technologically savvy  Supports economic development
  5. 5. Education as Lifelong Activity  Career change related to technological change  Career development and guidance crucial  Re-careering will become more the norm  Longer life spans—longer work-life
  6. 6. 21st Century Skills  Analytical and problem solving skills  Business organization and environment  Communications skills  Core hardware/ Software computer skills  Project and process flows  Content (engineering, accounting etc.)  State of the Workforce Report
  7. 7. 21st Century Employability Skills  Communication  Organization  Team contribution and leadership  Team collaboration  Critical thinking and decision making  Self-directed and continuous learning  Customer relations  State of the Workforce Report
  8. 8. The Generation of Continuous Learning Boomers Busters (76 million people (65 million people born born 1945 to 1964) 1965 to 1984) Half of their job/ Half of their job/ knowledge skills knowledge skills became become obsolete in obsolete in 30-36 months 12-15 years www.resjobs.com
  9. 9. Major Paradigm Shift Needed Learning Educational System TO System At-Home K-12 At-Work Career/Tech At-School Higher Ed Anywhere Adult Ed Student goes to Learning goes the learning to the student
  10. 10. Employment 1970’s High Skill Low Skill
  11. 11. Employment 1990’s High Skill Semi Skill Low Skill
  12. 12. Employment 2012 High Skill Semi Skill Low Skill
  13. 13. Skills Gap  80% of the jobs of the future will require some post-secondary degree or technical education  College graduates are returning to community college to gain needed skills  All workers will need continuing skills development
  14. 14. Community Development Triad Employment Community Collaboration Zone Education Economic Community Development You have just entered the Collaboration Zone 14
  15. 15. The Facts Tell Us That We Must Realize  Education is economic development is workforce development  The source of all innovation is human capital  Investment in human capital is a priority  Develop career paths/ pipeline of skilled workers  Math and science are foundational skills
  16. 16. Career Pathways  Provide career development structure  Map for continued learning  Provides common language  Job seekers  Incumbent workers  Career counselors  Employers  Human resource professionals
  17. 17. What Are Career Pathways? • A Career Pathway represents a grouping of occupations within a cluster based on commonalities • www. careerclusters.org
  18. 18. Preparing individuals for employment in career pathways that relate to families and human needs.  Directors, Childcare Facilities  Clinical and Counseling Psychologists  Community Service Directors  Barbers  Consumer Credit Counselors  Assistant Directors, Childcare  Industrial-Organizational Psychologists  Adult Day Care Coordinators  Cosmetologists, Hairdressers, &  Consumer Affairs Officers Facilities  Sociologists  Coordinators of Volunteers Hairstylists  Consumer Advocates  Licensed Professional Counselors  Shampooers  Elementary School Counselors  School Counselors/Psychologists  Nail Technicians, Manicurists &  Certified Financial Planners  Preschool Teachers  Substance Abuse and Behavioral  Religious Leaders Pedicurists  Insurance Representatives Sample Career Specialties / Occupations  Educators for Parents Disorder Counselors  Directors, Religious  Skin Care Specialists/Estheticians  Bankers  Nannies  Mental Health Counselors Activities/Education Programs  Electrolysis Technicians  Real Estate Services Representatives  Vocational Rehabilitation Counselors  Electrologists  Financial Advisors  Teachers’ Assistants  Career Counselors  Human Services Workers  Investment Brokers  Childcare Assistants/Workers  Employment Counselors  Social Services Workers  Funeral Directors/Morticians  Residential Advisors  Vocational Rehabilitation Counselors  Embalmers  Employee Benefits Representatives  Marriage, Child and Family Counselors  Employment Counselors  Funeral Attendants  Hospital Patient Accounts  Career Counselors Representatives  Vocational Rehabilitation Service  Personal and Home Care Aides  Customer Service Representatives Workers  Companions  Consumer Research Department  Leisure Activities Coordinators  Spa Attendants Representatives  Dieticians  Personal Trainers  Geriatric Service Workers  Massage Therapists  Consumer Goods or Services  Adult Day Care Workers Retailing Representatives  Residential Advisors  Market Researchers  Emergency and Relief Workers  Account Executives  Community Food Service W orkers  Sales Consultants  Community Housing Service Workers  Event Specialists  Social and Human Services Assistants  Inside Sales Representatives  Field Merchandising Representatives  Buyers  Small Business Owners Path- ways Early Childhood Development & Counseling & Mental Health Services Family & Community Services Personal Care Services Consumer Services Services Cluster Knowledge and Skills Cluster K&S Academic Foundations Communications Problem Solving and Critical Thinking Information Technology Applications  Systems  Safety, Health and Environmental Leadership and Teamwork Ethics and Legal Responsibilities Employability and Career Development Technical Skills 9/9/2002 3:10 PM
  19. 19. Career Ladders  Skills map  Connect current skills with future opportunity  Removes mystery of upward skill and pay mobility  Connects occupations in a pathway  Connects lower level entry skills with master skilled employee in a progression
  20. 20. Business roles: Equipment Maintenance and Repair, Supervision A & P Mechanic Social responsibilities: Maintain safe and reliable air transport equipment Scope of roles: Scope of roles: 1. Areas of expertise: 1. Areas of expertise: General Mechanic Repairing/replacing parts [more] 2. Core knowledge: Trainee 2. Core knowledge: Mechanical, 3. Core skills: Design [more] Criteria for promotion: 3. Core skills: Equipment Maintenance, Repairing [more] 1. Required degrees: FAA Certified School [more] 2. Required certifications: FAA Aircraft Maintenance Technician (AF and/or PP) Expert level Aviation Maintenance Mechanic Criteria for promotion: Criteria for promotion: Scope of roles: 1. Required degrees: 1. Required degrees: None Scope of roles: 1.Areas of expertise: Determine 2. Required certifications: 2. Required certifications: None 1. Areas of expertise: Interpreting schedules [more] specs to determine repair feasibility [more] 2. Core knowledge: Administration and Management [more] 2. Core knowledge: Mechanical, Aircraft Maintenance Design [more] 3. Core skills: Management of Supervisor Personnel Resources [more] 3. Core skills: Reading Comprehension, Repairing [more] Foundational knowledge / skills: Repairing/maintaining Equipment, Inspecting Equipment, Getting Information, Evaluating Compliance to Standards [more] Personal competencies: Finger Dexterity, Control Precision, Problem Sensitivity, Manual Dexterity, Near Vision, Written Comprehension, Arm-Hand Steadiness [more] Business acumen: Attention to Detail, Dependability, Integrity, Persistence, Initiative, Analytical Thinking, Stress Tolerance, Achievement/Effort, Cooperation, [more] Foundational Core Competencies for A & P Mechanic
  21. 21. There Will Be a Greater Need to:  Retrain middle income workers  Retrain middle age workers  Retrain dislocated workers  Retrain workers for next career  Continuously develop innovative skills through lifelong learning  Provide extended access to career development and career guidance
  22. 22. Career Ladders  Provide expectation that learning is continuous  One can move upward through skills attainment not just seniority  Provides a picture of the career progression  Connect economic development, career development, education, and human resource development
  23. 23. For Questions BELINDA MCCHAREN belinda.mccharen@okstate.edu Thank you for your attention

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