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.

1. Barry J Horne
T: (08) 9448 6753
E: barryjh@amnet.net.au ECU BES5100
L: http://au.linkedin.com/in/barryhorne September 2012

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 Professionals
Horne (2012)

3. Barry J Horne
T: (08) 9448 6753
E: barryjh@amnet.net.au ECU BES5100
L: http://au.linkedin.com/in/barryhorne September 2012

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
FIT
Inkson (2006) Slots into Which
Occupational

5. JOURNEYS
ROLES
Acted Out in Theatre of Life
RESOURCES
Organisational Inputs
STORIES
Life Narratives Tell Ourselves and Others
RELATIONSHIPS
Networks of Contacts/Interactions
Inkson (2006)

6. The 3 Metaphor Categories That Resonate Most
Strongly with Me are:
Inkson (2006)

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. 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
Strategy
Horne (2012)

9. Career
Values, Deep
Drivers Seated
Life
Achievements Interests
Top
Disciplinary
Skills Knowledge
[Management, Realms
Technical,
Transferable,
Career Personal
Management] Qualities
Horne (2012)

10. Material
Rewards Affiliation Autonomy
Power/
Creativity Security
Influence
Search for
Expertise Status
Meaning
Schein

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
Respect
Schein

12. The 3 Career Drivers of Greatest Importance to Me
at this Juncture of My Career are:
Schein

13. Application of Technology Quantitative Analysis
Creative
Enterprise
Production
Control
Mentoring/Co
unselling
Theory Managing People and
Development/Conce Relationships
ptual Thinking
Influencing Through
Butler and Language and Ideas
Waldroop (1999)

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 Horne
T: (08) 9448 6753
E: barryjh@amnet.net.au ECU BES5100
L: http://au.linkedin.com/in/barryhorne September 2012

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 Reputation
Horne (2012)

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 Development
Horne (2012)

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 Meeting
Horne (2012)

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 Meeting
Horne (2012)

19. 70%
Decision-Making
Autonomy,
Budget
Recruitment Human Hiring
Consultant Resource Manager
s
30%
Horne (2012)

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. 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.  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 Gathering
Horne (2012)

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.  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. Barry J Horne
T: (08) 9448 6753
E: barryjh@amnet.net.au ECU BES5100
L: http://au.linkedin.com/in/barryhorne September 2012

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 / Weaknesses
Reh,
Santiago

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 Training
Lewis

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 Colleagues
Horne (2012)

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 Session
Hirsh et al (2001)

30.  Approach: Email
 Survey Sample: Selected Executive Members
 Method: Online Survey
 Data Collection: October – November 2011
 Responses: 111
AHRI (2012)

31. Operating a Mentoring Mentor Scheme
Scheme? (111) Director? (71)
Don't
Know;
4% No;
44%
No; Yes; Yes;
32% 64% 56%
AHRI (2012)

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. Independent Matching Methods
Formal Independent
Used (24)
Party Matching? (71)
Don't 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. Code of Conduct? (71) Code of Conduct Areas (71)
Don't 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. 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. Mentee Reported Benefits
Other
Don't 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. 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. 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 Promises
Horne (2012)

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