A presentation delivered to Women in Oil and Gas In February 2016. In the context of industry turbulence, its purpose was to encourage attendees to take stock and reflect on their career experiences. Specific topics covered included: * Language used when describing careers (and associated metaphors) * Rewards expected from working (i.e. career anchors) * Employee engagement * Quality career discussions

1. Barry J Horne
Executive Career Coaching M: (0425) 308 625
E: barryjh@amnet.net.au
February 2016 L: au.linkedin.com/in/barryhorne

2.  A Career Development Model
 Metaphors
 Anchors
 Engagement
 Quality Discussions
Career development
is an ongoing process of
career and life exploration,
decision making, planning,
action and review.
It involves self and
process management.
and enterprise
Employability
Goal setting
Judy Denham, July 2004
exploration/
alignment
Opportunity
Action planning
Self marketing
(Do)
(Discover)
(Decide)
(Review)
Performance
and satisfaction
review
skill development
Selfa
nd relationship
m
a
nagement
Careerp
ractitioners facilitate ongoing career deve
lopment
Self and s
ocial
awarenes
s
Contextual
&

3. Career development
is an ongoing process of
career and life exploration,
decision making, planning,
action and review.
It involves self and
process management.
and enterprise
Employability
Goal setting
Judy Denham, July 2004
exploration/
alignment
Opportunity
Action planning
Self marketing
(Do)
(Discover)
(Decide)
(Review)
Performance
and satisfaction
review
skill development
Selfa
nd relationship
m
a
nagement
Careerp
ractitioners facilitate ongoing career deve
lopment
Self and s
ocial
awarenes
s
Contextual
&
A Career Development Model
Denham (2004–2014)

4. Inkson (2006)
1 Inheritance
2 Cycles
3 Action
4 Fit
5 Journey
6 Roles
7 Relationships
8 Resource
9 Story

5. Predetermined Outcomes Passed
From Background/Family
Experienced as Career Resources or Handicaps
Innate Abilities Social Background Ethnicity
Personality Gender Education
Inkson (2006)

6. Often Predictable, Identifiable Stages Through Which
Expected to Pass
Seasons
Spring, Summer, Autumn, Winter
Career Developmental Phases
Growth, Exploration, Establishment, Maintenance,
Decline (Donald Super)
Inkson (2006)

7. Super (1957)
Traditional Career Development Model

8. Imposition of Will in the World
Researching Options
Training / Retraining
Choosing Direction
Seizing Opportunities
Career Building / Constructing / Planning
Inkson (2006)

9. Occupational Slots
 Niche
 Square Peg and Hole!
 Individual and Organisational Cultural Alignment
Stability of the the Peg (Individual) and Hole (Work)?
Inkson (2006)

10. Mobility (or Immobility) Relative to Destination
 Direction
 Progress
 Altitude
 Boundary Crossing
Geographic, Cultural, Economic Sectors, Industries,
Occupations, Organisations
Inkson (2006)

11. Constellation, Acted Out in Theatre of Life
 Economic
Position Title, Occupational Identity, Consumer, Retired
 Social
Friend, Citizen, Leisurite, Volunteer
 Learner
Student, Graduate/Alumnus
 Family
Daughter, Mother, Sister
Inkson (2006)

12. Social Networks of Contacts/Interactions
 Industry Group Members and Professional Peers
 Organisational Colleagues
 Clients/Customers/Suppliers
 Contacts via Reputation
Inkson (2006)

13. Organisational Inputs
 Add Economic Value
 Training as Investment in
Capability
Qualifications + Knowledge + Expertise +
Experience + Accomplishments +
Credibility/Reputation
Inkson (2006)

14. Life Narratives Tell Ourselves / Others
 Written Self-Marketing
Resumes, Professional Profiles
 Verbal Self-Marketing
Interviews, Networking
 Accomplishments, Selection Criteria Responses
Inkson (2006)

15. The 3 Metaphor Categories that I Relate to Most
Strongly are:




16. Functional
Expertise
General
Management
Security Creativity
Autonomy
Sense of
Service
Pure
Challenge
Lifestyle
Schein (1993)

17. Anchor General Orientations
Functional Expertise Work Content Focused. Prefers Advancement in Area of Competence.
Perceives General Management as Too Political.
General
Management
Analyses and Solves Problems in Context of Uncertainty. Harnesses
Resources to Attain Goals. Stimulated by Crisis Situations.
Security Long-term Attachment to Organisation. Conforming. Tends to Dislike
Major Disruptions.
Creativity Builds/Creates/Owns Projects. Easily Bored. More Interested in
Initiation than Management (e.g. of Processes).
Autonomy Maximum Freedom from Constraints. Sets Own Schedule/Pace.
Sense of Service Motivated to Improve World. Aligns Work Activities with Personal
Values in Service of Society.
Pure Challenge Single-Minded Focus on Winning. Overcomes Obstacles. Solves
Almost Unsolvable. Defies Odds.
Lifestyle Focus on Quality of Life. Seeks Organisations with Family Friendly
Policies and Programs.
Schein (1993)

18. The 3 Career Anchors of Greatest Importance to Me
at this Stage of My Career are:




19. BlessingWhite (2011)

20. The Most Effective Career Discussion I Have Ever Experienced…
 Was with a Person who was a <Relationship>
 Happened in the Context of <Circumstance>
 Involved Demonstration by that Person of the following Positive
Behaviours:
◦
◦
◦
 Had the following Positive Impacts on My Career:
◦
◦
◦

21. National Institute for Career Education
and Counselling (UK) Project
 5 Major Employing Organisations
 Employees Referred to Research Team
 Effectiveness Based on Perceived Value to Employee
 250 Specific Career Conversations Investigated
 162 Positive Conversations Reported
 118 Receivers and 33 Givers of Career Support
Hirsh et al (2001)

22. Boss (Appraisal)
6%
Boss (Non-
Appraisal)
15%
Career/Training
Event
8%
Friends/Colleagues
8%
Human Resources
11%
Specialist
Coach/Adviser
12%
Formal
Mentors/Coaches
14%
Other Manager (On-
Going)
8%
Other Manager
(Single)
18%
Sources
of
Support

23. External
3%
Regular Review
Meeting (Boss)
4%
Appraisal
7%
Event
Triggered
8%
Formal
Coaching/
Mentoring
14%
Follow-up
14%
Informal
Unplanned
21%
Informal
Meeting
29%
Settings

24. 65
61
53
51
35
25
25
22
22
14
11
4
0 10 20 30 40 50 60 70
Clearer Future Direction
Increased Self Insight
Career Opportunity Information
Positive Feeling
Job Move
Ongoing Dialogue with Organisation
Political Awareness
Development Opportunities
Increased Career Skills
Contacts
Retention
Secondment Impacts of
Positive Discussions
(Cited %)

25.  Displays Real Interest in Employee
 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
NB: Non-Directive, Counselling Behaviours Insufficient !
Hirsh et al (2001)

26.  Careers Perceived in Variety of Ways
 Individual Employee Anchors Vary
 Engagement Levels are Dynamic
 Quality Career Discussions Matter!

27.  BlessingWhite Inc (2011). Employee Engagement
Report 2011 – Beyond the numbers: A practical
approach for individuals, managers and
executives.
 Denham, JE (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
 Schein, EH (1993). Career Survival: Strategic
Job/Role Planning. Pfieffer & Co

28. Download
 The Full Presentation (via SlideShare)
 A 4-Page Practical Tips Sheet for Givers and Receivers Participating in Career
Discussions at Work (Hirsch, Jackson, Kidd)
at au.linkedin.com/in/barryhorne
View
 An 8-Minute BlessingWhite Video Explaining the X-Model of Engagement
from Both Manager and Employee Perspectives (YouTube)
at www.youtube.com/watch?v=gZ3wxgog4nc
Read
 A 10-Page Academic Paper, Re-Incarnating Life in the Careers of Women
(Pringle & McCulloch Dixon, 2003) Which Proposed an Holistic Life-Career
Model
at http://wall.oise.utoronto.ca/inequity/9pringle.pdf