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  • Exploringcareerdevtatcsu

    1. 1. Exploring Career Development at Charles Sturt University Organisational Development Charles Sturt University Revised January 2007
    2. 2. <ul><li>Workshop Objectives </li></ul><ul><li>After participation in this workshop you should be able </li></ul><ul><li>to: </li></ul><ul><li>Identify career development theories </li></ul><ul><li>Gain awareness of options, pathways and access to career development support at the University </li></ul><ul><li>Integrate career objectives into performance management plans </li></ul><ul><li>Plan and set goals to work towards career options </li></ul><ul><li>Implement and review a career development action plan </li></ul>
    3. 3. Career Development at CSU <ul><li>Career Development sits within the Continuing Professional </li></ul><ul><li>Development Framework developed by Organisational </li></ul><ul><li>Development. </li></ul><ul><li>The CPD Framework seeks to align human resource systems (e.g. </li></ul><ul><li>Recruitment & Selection, Induction and Development, Performance </li></ul><ul><li>Management) so staff can increase their understanding and </li></ul><ul><li>knowledge, and/or improve their skills and abilities to maintain or </li></ul><ul><li>enhance professional performance. </li></ul><ul><li>Strategies will include staff development programs, leadership and </li></ul><ul><li>management programs, career development, coaching and </li></ul><ul><li>mentoring. </li></ul>
    4. 4. <ul><li>Career Development at CSU </li></ul><ul><li>consists of the following components: </li></ul><ul><li>Career planning </li></ul><ul><li>Career development </li></ul><ul><li>Career management </li></ul>
    5. 5. Career definitions at the University <ul><li>Career Planning </li></ul><ul><li>The career planning process at Charles Sturt University </li></ul><ul><li>involves the staff member undertaking self-assessment, </li></ul><ul><li>identifying and exploring career options, setting goals, </li></ul><ul><li>planning action steps to achieve those goals, and taking </li></ul><ul><li>action in accordance with the career plan. </li></ul><ul><li>(from résumés & Résumé Writing Services, viewed 28 </li></ul><ul><li>April 2005, < http://www.eresumes.com/eglossary.html >) </li></ul>
    6. 6. Career definitions at the University <ul><li>Career Development </li></ul><ul><li>Career development at CSU is a process </li></ul><ul><li>where staff initiate action to develop the skills, </li></ul><ul><li>knowledge and experience to prepare for a </li></ul><ul><li>future position at a similar or different level with </li></ul><ul><li>CSU or another organisation. </li></ul><ul><li>(adapted from Sofo, F. 1999, Human resource </li></ul><ul><li>development: perspectives, roles and practice choices. </li></ul><ul><li>Business & Professional Publishing, Warriewood, NSW, </li></ul><ul><li>p. 65) </li></ul>
    7. 7. Career definitions at the University <ul><li>Career Management </li></ul><ul><li>Career management is concerned with aligning </li></ul><ul><li>the staff member’s career needs with the </li></ul><ul><li>University’s workforce needs and providing </li></ul><ul><li>supervisor and system support through schemes </li></ul><ul><li>such as performance management, </li></ul>professional development, rewards and recognition and academic staff promotion. (adapted from the University of Wollongong Career Development Policy, viewed 28 April 2005, < http://staff.uow.edu.au/cdu/policyprocedure/CDPpolicy.html >)
    8. 8. Career definitions at the University <ul><li>Career Development Support </li></ul><ul><li>Career development support refers to the </li></ul><ul><li>support and resources provided by the </li></ul><ul><li>University to enhance the work-related </li></ul>knowledge, skills and abilities of staff to increase their potential to contribute to the goals of the University. These activities are outlined in the ‘Support for the Professional Development of CSU Staff (Guidelines)’. http://www.csu.edu.au/adminman/hum/humanresources.htm
    9. 9. Career choices and direction <ul><li>Four career concepts feature in the ways </li></ul><ul><li>people view the ideal career. </li></ul><ul><li>The Linear Career Concept </li></ul><ul><li>Starting at the bottom and </li></ul><ul><li>working upwards to successively </li></ul><ul><li>higher positions with more responsibility, authority and salary. </li></ul><ul><li>Motives underlying this concept involve achievement, power or influence. </li></ul><ul><li>Challenges underlying this concept include fierce competition for senior positions because of the number of baby boomers currently in the workforce. </li></ul>
    10. 10. Career choices and direction <ul><li>The Expert Career Concept </li></ul><ul><li>Finding work which fits one’s ‘calling’ and </li></ul><ul><li>becoming more skilled and competent in this </li></ul><ul><li>field. </li></ul><ul><li>Success is defined by the level of technical expertise and not the level of salary, number of work benefits, or the level of authority. </li></ul><ul><li>People tend to stay in this field until they retire. Eg. Doctor, engineer, financial analyst, lawyer, accountant. </li></ul><ul><li>Motives underlying this concept are technical competence, expertise and security. </li></ul><ul><li>Challenges involve the need to keep up to date with the fast pace of technological change and corporate and restructuring programs which may pose a threat to job security. </li></ul>
    11. 11. Career choices and direction <ul><li>The Spiral Career Concept </li></ul><ul><li>Involves a number of related lateral moves </li></ul><ul><li>between functional areas. This may occur </li></ul><ul><li>every 5 to 10 years. </li></ul><ul><li>Combination of a broadening of experience and a continuous challenge of new tasks with slower or no upward movement on a career ladder. </li></ul><ul><li>Key motives are creativity, personal growth and increasing capability and an interest in developing other people. </li></ul><ul><li>A key challenge is to find organisations who will support the development of knowledge and skills over time (this is now becoming more common). </li></ul>
    12. 12. Career choices and direction <ul><li>The Transitory Career Concept </li></ul><ul><li>Involves a lot of movement with a ‘consistent </li></ul><ul><li>pattern of inconsistency’. </li></ul><ul><li>Careers consist of a smorgasbord of experiences and </li></ul><ul><li>jobs or the type of work are changed on the average of </li></ul><ul><li>every 2 to 4 years. </li></ul><ul><li>Modest or no emphasis on upward movement. </li></ul><ul><li>Key motives are variety, uniqueness, independence and </li></ul><ul><li>interpersonal contacts. </li></ul><ul><li>Key challenges may be finding organisations that support </li></ul><ul><li>individual renewal, growth and change. </li></ul>
    13. 13. The chaos theory and career planning <ul><li>Careers can be a combination of control and chance. </li></ul><ul><li>There is now a trend from the linear career system to a multidirectional career system. </li></ul><ul><li>A high percentage of people report that an unplanned event has had considerable influence upon career decisions. </li></ul><ul><li>A woman’s career development may ensue in a completely different manner than a man’s. </li></ul>
    14. 15. Implications for professional development <ul><li>The University needs to take into account </li></ul><ul><li>diverse approaches to career development </li></ul><ul><li>to achieve a fit between the personal </li></ul><ul><li>definitions of success held by staff and the </li></ul><ul><li>organisational goals. </li></ul>
    15. 16. <ul><li>Personal Reflection </li></ul><ul><li>What have been the </li></ul><ul><li>critical decision points </li></ul><ul><li>that have influenced </li></ul><ul><li>your career so far? </li></ul>
    16. 17. <ul><li>Within the University’s context, career development is </li></ul><ul><li>defined as a process where staff initiate action to develop </li></ul><ul><li>the skills, knowledge and experience to prepare for a future </li></ul><ul><li>position at a similar or different level with the University or </li></ul><ul><li>another organisation. </li></ul><ul><li>The University encourages you to continuously develop </li></ul><ul><li>your career, either in your current position or elsewhere </li></ul><ul><li>within the University. </li></ul>Career Development at CSU
    17. 18. <ul><li>The University supports your career </li></ul><ul><li>development during the following stages of </li></ul><ul><li>University life: </li></ul><ul><li>Induction and Development </li></ul><ul><li>Probation and Appointment </li></ul><ul><li>Performance Management </li></ul><ul><li>Professional Development </li></ul>
    18. 19. Career Planning Steps Mentoring Coaching Performance management Performance management Recognise the need for career planning Self assessment Career exploration Set career goals and develop the action plan Implement the action plan Career management and review of the action plan Adapted from: Shahnasarian M, 1994, Decision time: a guide to career enhancement, Psychological Assessment Resources, USA, p.3.
    19. 20. Recognise the need for career planning ‘ That depends on where you want to get to,’ answered the cat. ‘ Would you please tell me which way I ought to go from here?’ asked Alice. Source: Jones JE & Gladstone JF1995, The Red King’s dream or Lewis Carroll in Wonderland, Jonathon Cape, London.
    20. 21. Self Assessment <ul><li>Honestly appraise your values, ethics, attributes, skills and goals. </li></ul><ul><li>Think about your preferences, interests and your existing capabilities. What motivates and energises you? </li></ul><ul><li>Identify competencies (skills, knowledge and behaviour) for success in positions that interest you. Look closely at the selection criteria in job descriptions. What are your strengths and weaknesses? </li></ul><ul><li>If considering an external position assess the goals, values and working conditions of the organisation. How well do they fit with your own personal objectives? </li></ul><ul><li>You can learn more about yourself and your career interests by completing one or more personality and vocational interest inventories. </li></ul>
    21. 22. Self Assessment <ul><li>Some of the most widely used career planning tools are based on the psychological type theory of John Holland and Carl Jung. </li></ul><ul><li>Inventories or tests generally measure interest or lifestyle, not ability. </li></ul><ul><li>An inventory will ask your opinion about certain activities. Responses are then grouped into occupational domains with scores. This is compared to the total population to give information about preferences in the occupational groups that the inventory measures. </li></ul><ul><li>Two types of inventories: </li></ul><ul><li>- Those that are self-administered, self scored, and self- </li></ul><ul><li>interpreted. </li></ul><ul><li>- Those given by a test administrator, scored by a </li></ul><ul><li>machine and tested by a counsellor or professional. </li></ul>
    22. 23. Self Assessment <ul><li>Examples: </li></ul><ul><li>Work Aspect Preference Scale </li></ul><ul><li>Career Anchors </li></ul><ul><li>Myers Briggs Type Indicator (assistance is available from Organisational Development or Tieger PD & Barron-Tieger B 2001, Do what you are: discover the perfect career for you through the secrets of personality type, Scribe Publications, Victoria). </li></ul><ul><li>Vocational Preference Inventory (VPI) – Developed by John Holland, this inventory is among the most widely used instruments in career counselling and has an extensive base of empirical support. (Restricted access at the CSU library). Based upon the 6 personality/environment types RAISEC - Realistic, Investigative, Artistic, Social, Enterprising and Conventional. More information about the VPI is available from, Lock RD 2005, Taking charge of your career direction: career planning guide, book 1, 5 th edn., Thomson, Australia, pp. 85-118. </li></ul>
    23. 24. Self Assessment <ul><li>Useful web sites and computer programs: </li></ul><ul><li>16 Personality Types </li></ul><ul><li>www.16types.com </li></ul><ul><li>Information about the MBTI. </li></ul><ul><li>Career Explorer </li></ul><ul><li>http://www.careerexplorer.net/aptitude.asp </li></ul><ul><li>Provides a free sample career aptitude test. </li></ul><ul><li>The Career Key </li></ul><ul><li>http://www.careerkey.org/ </li></ul><ul><li>Free service to help with career choices and career </li></ul><ul><li>planning. Based upon the 6 personality/environment types. </li></ul><ul><li>developed by Dr. John Holland ( RAISEC - Realistic, </li></ul><ul><li>Investigative, Artistic, Social, Enterprising and Conventional). </li></ul>
    24. 25. Self Assessment <ul><li>Useful web sites and computer programs: </li></ul><ul><li>OZJAC database </li></ul><ul><li>Provides information on career planning with course links to different </li></ul><ul><li>jobs, industries and Training (available at Riverina Regional Library, Wagga </li></ul><ul><li>Wagga and Young TAFE Campus library). See also The Job Guide </li></ul><ul><li>( http://jobguide.dest.gov.au ) published by the Department of Education, </li></ul><ul><li>Science & Training that lists around 1,500 occupations and specialisations. </li></ul><ul><li>Self-Directed Search </li></ul><ul><li>http://www.self-directed-search.com </li></ul><ul><li>The SDS takes 15 minutes and costs US$9.95 which will provide </li></ul><ul><li>you with a personalised interpretative report with a list of </li></ul><ul><li>possible career options and suggestions to assist with education </li></ul><ul><li>and career planning. It was developed by Dr. John Holland and </li></ul><ul><li>is based upon the 6 different RAISEC types. </li></ul>
    25. 26. Career Services <ul><li>Career Counsellors can provide a confidential </li></ul><ul><li>service to assist with career choices. See your </li></ul><ul><li>local telephone book or The Australian Association </li></ul><ul><li>of Career Counsellors(http://www.aacc.org.au) for </li></ul><ul><li>a database listing of professional career </li></ul><ul><li>counsellors in your region. </li></ul><ul><li>Employee Assistance Program offers short-term </li></ul><ul><li>professional face to face or telephone (24 hours) </li></ul><ul><li>counselling in relation to adjusting to change, career </li></ul><ul><li>changes and making career choices. Call 1300 366 789 </li></ul><ul><li>for an appointment. </li></ul>
    26. 27. Career Exploration <ul><li>Look for opportunities </li></ul><ul><li>- within the University </li></ul><ul><li>- external to the University </li></ul><ul><li>Watch, learn and talk to others </li></ul><ul><li>Network </li></ul><ul><li>Research </li></ul>
    27. 28. Setting career goals <ul><li>Consider what steps you need to take to achieve </li></ul><ul><li>your career goal. What skills, knowledge or </li></ul><ul><li>behaviour do you need to develop? </li></ul><ul><li>Technical skills </li></ul><ul><li>Management skills </li></ul><ul><li>Strategic skills </li></ul><ul><li>Interpersonal skills </li></ul><ul><li>These can form part of your annual professional </li></ul><ul><li>development plan. </li></ul>
    28. 29. Developing the Action Plan <ul><li>When you have a good understanding of your skills, abilities and needs </li></ul><ul><li>you can prepare an action plan. </li></ul><ul><li>Document: </li></ul><ul><li>Your mission statement </li></ul><ul><li>Your career objective(s) in 1 year & in 5 years </li></ul><ul><li>Your current related education, skills & strengths </li></ul><ul><li>Your current needs or values </li></ul><ul><li>List & prioritise your short term actions in small, achievable </li></ul><ul><li>steps. Put a deadline on them & review achievement on a </li></ul><ul><li>regular basis. </li></ul><ul><li>List, prioritise and review long term goals. </li></ul><ul><li>Review you career action plan at least every 6 months. </li></ul>
    29. 30. Implementing the Action Plan <ul><li>Career development tools: </li></ul><ul><li>Develop or update your career portfolio </li></ul><ul><li>Enrol in a study program </li></ul><ul><li>Set goals in your professional development plan during the performance management review </li></ul><ul><li>Develop/extend networks </li></ul><ul><li>Undertake additional tasks </li></ul><ul><li>The Association for Tertiary Management Inc. (ATEM) http://www.atem.edu.au or other professional associations. </li></ul>
    30. 31. Career Management and Review of the Career Action Plan <ul><li>Continually market yourself </li></ul><ul><li>Reflect upon your Career Action Plan </li></ul><ul><li>Think of self-development as an ongoing, </li></ul><ul><li>lifelong process </li></ul>
    31. 32. Sustaining motivation <ul><li>Remain positive </li></ul><ul><li>Reward yourself for accomplishments </li></ul><ul><li>Who can give you the support you need? </li></ul>
    32. 33. SOURCES <ul><li>Ball B 1991, Manage your own career: a self-help guide to career </li></ul><ul><li>choice and change. Wrightworks, North Brighton, Victoria. </li></ul><ul><li>Bisdee B 1997, Steer your own career. Penguin Books, Ringwood, </li></ul><ul><li>Victoria. </li></ul><ul><li>Bolles RN 1972, What color is your parachute? A practical manual for </li></ul><ul><li>job hunters and career changers. Ten Speed Press, Berkeley, </li></ul><ul><li>California. </li></ul><ul><li>Brosseau KR & Driver MJ 1998, CareerView concepts: roadmaps for </li></ul><ul><li>career success. Decision Dynamics Group, viewed 7 January 2005, </li></ul><ul><li><http://decdynamics.com/cvConcepts.html> </li></ul><ul><li>eResumes & Resume Writing Services, viewed 28 </li></ul><ul><li>April 2005, <http://www.eresumes.com/eglossary.html> </li></ul><ul><li>Eggert M 2003, Perfect career: all you need to get it right the first time. </li></ul><ul><li>Random House, Sydney. </li></ul>
    33. 34. SOURCES Fisher CD & Schoenfeldt LF, Shaw JB 2003, Human resource Management. 5th edn., Houghton Mifflin Co., New York. Knowdell R 1996, Perspectives shaping career planning in the future. In R. Feller & G. Walz (Eds.), Career transitions in turbulent times: exploring work, learning and careers. ERIC, Greensboro, N.C. pp. 183-192. Lock RD 2005, Taking charge of your career direction: career planning guide, book 1. 5th edn., Thomson, Australia. Mathis RL & Jackson JH 2003, Human resource management. 10th edn., South Western College, Minnesota. Mavin S 2001, Women’s career in theory and practice: time for change?, Women in Management Review, vol. 16, no. 4, pp. 183-193. Pantry S & Griffiths P, 2003, Your essential guide to career success. 2nd. edn., Facet, London.
    34. 35. SOURCES <ul><li>Shahnasarian M1994, Decision time: a guide to career enhancement. </li></ul><ul><li>Psychological Assessment Resources, USA. </li></ul><ul><li>Sims K 2000, Your career and you: self assessment for students and </li></ul><ul><li>Graduates. The Graduate Careers Council of Australia, Parkville, </li></ul><ul><li>Victoria. </li></ul><ul><li>Sofo, F. 1999, Human resource development: perspectives, roles </li></ul><ul><li>and practice choices. Business & Professional Publishing, Warriewood, </li></ul><ul><li>NSW. </li></ul><ul><li>Tieger PD & Barron-Tieger B 2001, D o what you are: discover the </li></ul><ul><li>perfect career for you through secrets of personality type. 3 rd edn., </li></ul><ul><li>Scribe publications, Carlton Nth, Victoria. </li></ul><ul><li>University of Wollongong Career Development Policy, viewed 28 April </li></ul><ul><li>2005, <http://staff.uow.edu.au/cdu/policyprocedure/CDPpolicy.html> </li></ul>