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16483 career management_young
 

16483 career management_young

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    16483 career management_young 16483 career management_young Presentation Transcript

    • Managing our careers – In a globalized world
    • Career
      Career is a moving perspective through which the person sees the world and interprets the meaning of success………….
      Depends on People Strategy (Build / Buy) (o)
      Depends on Subjective Interpretation(I)
      9/1/2010
      2
    • All for…
      Some basic needs of individuals:
      1
      2
      3
      Anymore:
      9/1/2010
      3
    • Career Paradigm
      9/1/2010
      4
    • Career Stages
      Withdrawal
      Maintenance
      Career Stage
      Advancement
      Establishment
      17-39 40 to 60 60+
      Life Stage
      9/1/2010
      5
    • Stages in Career of Individual (Nelson & Quick, 2008)
      Establishment
      Get to the new job, establish relationships and set foundation
      Ensure transition from outsider to insider (individual)
      Stressors, Reality Shock, Knowing yourself, Set realistic goals, seek feedback and assistance (PATIENCE)
      What are the risks (protection against stressors)
      What should I know (informational)
      How am I doing (evaluation)
      Whom do I follow (modeling)
      Who cares if I am here or not (emotional) (Nelson, Quick, & Joplin, 1991)
      9/1/2010
      6
    • Stages …
      Advancement stage
      Career path – sequences of job experiences along which employees move during their careers
      Career ladder – structured series of job positions through which an individual progresses in an organization
      Finding a mentor
      Handling dual-career partnerships, work-home conflicts
      9/1/2010
      7
    • Stages…
      Maintenance Stage – plateauing (?)
      Sustaining performance
      Becoming a mentor
      Withdrawal Stage
      Planning for change
      Prepare for retirement
      Phased retirement – reduced hours and responsibilities
      Bridge employment – between retirement and permanent withdrawal from the workforce
      9/1/2010
      8
    • Career Anchor
      Self perceived talents, motives and values that guide an individual’s careerdecisions (Schein, 1985)
      Tech-functional competence – specializing in the given functional area
      Managerial Competence – want general managerial responsibility, want to see their efforts have an impact on org effectiveness
      Security and Stability – long term career stability (geographic, organization)
      Creativity – strong need to create something, often entrepreneurs
      Autonomy and Independence – freedom is the key, often people are uncomfortable working in large organizations (Writers, professors, consultants)
      Emerge over time, may change
      9/1/2010
      9
    • Implications
      Individual responsibility, though organizations may provide some support
      Some key questions to help:
      Am I adding real value to my work, myself
      Am I plugged in to what is happening around me
      Am I trying new ideas, new techniques, new technologies
      9/1/2010
      10
    • Another View
      Career Models for 21st century
      Core versus periphery of organizations
      Working for self versus for others
      Expert
      Generalist/Traditionalist
      Portfolio manager
      Planned Entrepreneur
      Spontaneous Entrepreneur
      9/1/2010
      11
    • Transition in Careers
      Career Counseling/Transition Workshops
      Corporate Outplacement Services
      Resume Development/training
      Interview Generation
      Job Search
      Social Networks
      9/1/2010
      12
    • Issues professionals face
      Competition
      Innovation
      Expectation for high performance
      Transition (from past or present to the future)
      Managing own attitude and aspirations
      Developing a mindset – local vs global?
      “the politics - *#@¢
      9/1/2010
      13
    • Mid-Life Crisis
      Stage at which individual views success in relation to self image
      Where am I going?
      What do I want to do in Life?
      Career Anchor Exploration.
      Sabbaticals and breaks
      Back to School Programs - Leadership development
      9/1/2010
      14
    • Two specifics in successful:One Mindset, One Skill
    • Understanding mindsets
      How people and organizations make sense of the world with which they interact.
      Limited ability to absorb and process information
      Filtration process
      Mindsets are products of histories
      “It guides collection and interpretation of new information.”
      9/1/2010
      16
    • Global mindset
      Openness to and awareness of diversity across cultures
      Ability to synthesize across cultures and embrace diversity
      9/1/2010
      17
    • Mindset in 2 * 2
      High
      Low
      High
      Global Mindset
      Parochial Mindset
      INTEGRATION
      (Ability to integrate diversity across cultures and markets)
      Diffused
      NA
      Low
      DIFFERENTIATION
      Openness to diversity across cultures and markets
      9/1/2010
      18
    • Assessing your own mindset
      When interacting with others what impacts the other person’s status? (nationality, caste, religion, region)
      How open am I to ideas from other people representing regions, cultures that are different from my own
      What is the dominant feeling when I am in a new society: Excitement, Fear, Anxiety?
      9/1/2010
      19
    • Outstanding performers
      What do they have?
      Best credentials
      Best performance record
      Best informed about what, where, who
      Who are they?
      Best technical people
      Best networkers
      20
      9/1/2010
    • Importance of networking
      For seeking advancement
      Keep updated
      Opportunities
      Cross-functional teams
      New development
      Getting decisions implemented
      Coordination between department
      21
      9/1/2010
    • What is networking?
      Building and nurturing of personal and professional relationships to create a system or chain of information, contacts and support.
      For business, goal is to develop and maintain relationships with people who could be helpful to:
      You
      Your organization
      22
      9/1/2010
    • What does it take to network?
      Certain mindset:
      Attitude of giving
      Information
      Help
      Expecting….
      Build rapport – through common interests, meaningful and balanced two-way communication.
      23
      9/1/2010
    • Two kinds of networker
      Self-oriented
      Who can I sell to? Who might be able to give me a job lead? What can I get them to buy? How can I convince that they need me?
      Other-oriented
      Who needs to be connected with whom? How can I help you? I know someone who might be able to help you? Can I have them contact you?
      24
      9/1/2010
    • Barriers to networking
      Lack of self-esteem or confidence in personal skills and abilities
      Difficulty in asking others for help and being unable to reciprocate the favor immediately
      Wanting to reach goal without any special help from others
      Concern about sharing sensitive or competitive information
      25
      9/1/2010
    • Overcoming these barriers
      Think what your issues and resolve them
      Make conscious effort
      Make a habit
      26
      9/1/2010
    • Strategies
      Organize your current network
      Expand your network
      Nurture the relationships
      Take charge of the situation – how to do that?
      Look for everyday opportunities
      27
      9/1/2010