Career Planning and Development


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  • I do not have the answer but the tools to formulate an answer … . Differentiate companies as well as people … . Analyse your own profile to identify your added value. No good or bad candidates but too many people are doing jobs that do not fit them Can you stand back and look at yourself in terms of added value to a company , your differentiation What is NEXT that makes sense … ..not the dream of a wealthy CEO. This is like children who all wants to be doctors or teachers … . To many professionals wants to be CEO ’ s What is the next step, the next job, the next function that would lead to the objective.
  • Ok this is completely coming out of my mind to explain you why you be yourself …… This is to explain you DECISION MAKING PROCESS … ..
  • Career Planning and Development

    1. 1. Career Development - A Journey of Change when one door closes another will open with a better opportunity Audi Ou 2005 Audi Ou ~Unknown
    2. 2. Audi Ou 2005
    3. 3. Audi Ou 2005
    4. 4. Career Discussion <ul><li>Discuss into groups about the following questions: </li></ul><ul><li>Who am I and will be– in one statement? </li></ul><ul><li>What are the top 3 most important attributes of me? </li></ul><ul><li>As leaders, what are the top 3 things that challenged you most? (or worried or feared) </li></ul><ul><li>Who are the great leaders in your mind? Why? </li></ul>Audi Ou 2005
    5. 5. Self Awareness <ul><li>SWOT </li></ul><ul><li>PDA/UAC </li></ul><ul><li>Be at Cause </li></ul><ul><li>DISC/PDP/MBTI … </li></ul><ul><li>Others’ Feedback </li></ul><ul><li>IDP </li></ul>Audi Ou 2005
    6. 6. PDA/UAC/Be at Cause <ul><li>PDA </li></ul><ul><ul><li>Purpose, Desired Outcome, Actions </li></ul></ul><ul><li>UAC </li></ul><ul><ul><li>Understanding, Alignment, Commitment </li></ul></ul><ul><li>Be at Cause </li></ul><ul><li>~ SH Lee, EMBA Professor in NCCU, Beijing THU </li></ul>Audi Ou 2005
    7. 7. Audi Ou 2005
    8. 8. Leadership Development <ul><li>The core leadership qualities are mostly seeded in childhood and young adulthood (?before 25 years old) </li></ul><ul><li>Leadership seeds could be catalyzed into blossom through self awareness, developed program or shocking experiences from major life events </li></ul>Audi Ou 2005
    9. 9. How to Develop Leaders Audi Ou 2005 Source:Corporate Leadership Council Research Creating Leadership Development Plan Importance Score Interacting with Peers Meeting with an Executive Coach Feedback Meeting with a Mentor Amount of Decision-Making Authority Turning Around a Struggling Business Working in New Functional Areas Working in Foreign Countries Working in New Lines of Business Launching New Businesses Number of Direct Reports People Management Skills Courses Off-Site Seminars in Business Skills Technical Skills Courses Business Skills Courses Quality of Direct Reports Feedback and Relationship Programs Average =6.7 Experience-Based Programs Average =5.9 Education-Based Programs Average =4.9 Distribution of Importance Sources for Development Programs Feedback and Relationship Strategies Most Important for Developing Leaders
    10. 10. Moving Through The Ranks Audi Ou 2005
    11. 11. Development Path Audi Ou 2005 Corporate Marketing Director S/M Businesses Marketing Director of the whole Corporation Small Businesses Div. Marketing Manager Commercial Director of Div. 2 Small Businesses´ Marketing Director Horizontal Mobility Vertical Mobility <ul><li>The professional development will occur in function of: </li></ul><ul><li>Existing opportunities </li></ul><ul><li>Professional development level </li></ul><ul><li>Adding-value capabilities </li></ul><ul><li>Competencies </li></ul><ul><li>Action </li></ul>
    12. 12. Leadership Review & Succession Planning Background <ul><li>I. Action items from last review </li></ul><ul><li>-Progress against last action items </li></ul><ul><li>II. Key Position Incumbents and Successors </li></ul><ul><li>- Development Strengths / Development Areas </li></ul><ul><li>III. Matrix: Performance/Potential </li></ul><ul><li>- Executive Rankings </li></ul><ul><li>IV. High Potential Identification </li></ul><ul><li>- Development path and timing </li></ul><ul><li>V. LDR Executive Bio/ Profiles </li></ul>Audi Ou 2005
    13. 13. I. Review Last Action Items <ul><li>Progress against last discussion and action items </li></ul><ul><li>(examples follow) </li></ul>Audi Ou 2005
    14. 14. I. Action Items from Last Review <ul><li>Bench strength- need to add more depth </li></ul><ul><ul><li>Marketing manager recruited from external company- began 1Q04 </li></ul></ul><ul><ul><li>Manager of Mergers and Acquisitions transferred from within- 4Q 04 </li></ul></ul><ul><li>Mike Jones and Linda Smith: transition to by 1 Q 2004 </li></ul><ul><ul><li>Jones was transferred to Branch operation from HQ service sales 03/31/04 </li></ul></ul><ul><ul><li>Smith became Branch superintendent 2/28/04 </li></ul></ul><ul><li>Carl Johnson to retire at year-end; who will replace him? </li></ul><ul><ul><li>Tom Smith selected from North Branch </li></ul></ul><ul><li>Promote Diane Thomas to Project Asst. manager </li></ul><ul><ul><li>promotion effective 3/31/04 </li></ul></ul>Audi Ou 2005
    15. 15. Audi Ou 2005 II. Top Line Organizational Bench Strength <ul><ul><li>Identify key jobs in the unit and those capable of </li></ul></ul><ul><ul><li>assuming them in 3 year time frame </li></ul></ul><ul><ul><li>Strengths </li></ul></ul><ul><ul><li>-Assess depth relative to key jobs </li></ul></ul><ul><ul><li>Weaknesses </li></ul></ul><ul><ul><li>-Assess weaknesses where depth is in question or there is over- reliance on a small number of candidates </li></ul></ul><ul><ul><li>( suggested format follows) </li></ul></ul>
    16. 16. Color Coded Organization Chart ~ Sample ~ Audi Ou 2005 A = Green B = Blue C = Red No rating yet = Black Purpose is to introduce the Top Mgt team in a Org. chart showing responsibilities (job function) and relative strength of team members (performance)
    17. 17. Audi Ou 2005 II. Succession Planning (1) READINESS CODE Q –Ready Now- Q1 , Q2 , Q3... –Estimated time to Promote in years Time in position Incumbent Successor Successor Successor Bio Page X x x x ( 1 ) X X ( 1 ) x x x ( 1 ) X ( 1 ) ( 1 ) X x x x ( 1 ) X X ( 1 ) x x x ( 1 ) X ( 1 )
    18. 18. II (cont.) Key Position- Strengths & Development Summary <ul><li>Based on Competency Model note the Development Strengths and Development Opportunities for incumbents of key positions </li></ul><ul><li>Continue this assessment for all those identified as potential successors to the incumbent </li></ul>Audi Ou 2005
    19. 19. Competency Model Audi Ou 2005
    20. 20. Audi Ou 2005
    21. 21. III. Performance Potential Assessment ( Individual Capability ) <ul><li>Use of nine box matrix to depict A, B and C employee performance and their potential within the organization </li></ul><ul><li>(format follows) </li></ul>Audi Ou 2005
    22. 22. Audi Ou 2005
    23. 23. III (cont.) Executive Rankings <ul><li>From high to low in organizational entity that make most sense </li></ul><ul><li>Identify the high and low 10% </li></ul><ul><li>Identify those in the “middle categories” </li></ul><ul><li>(format follows) </li></ul>Audi Ou 2005
    24. 24. Audi Ou 2005
    25. 25. IV. High Potential Identification <ul><li>limited in number </li></ul><ul><li>identify diversity candidates </li></ul><ul><li>time frame when they might reach highest potential </li></ul><ul><li>identify interventions required to reach most critical jobs in the unit </li></ul>Audi Ou 2005
    26. 26. Audi Ou 2005 IV. Leadership Review Talent Source & Development Path/Timing
    27. 27. VI. Employee LDR Biography Form <ul><li>All executive Bio’s-with pictures </li></ul><ul><li>All identified high potential employees </li></ul><ul><li>Cross reference individual with page number in the Bio section </li></ul>Audi Ou 2005
    28. 28. Audi Ou 2005 VI. LDR BIO/PROFILE Now 3+ 2-3 1-2 Now 3+ 2-3 1-2 Name: Division: Business Unit: Photograph: Location: EEO Status: Gender: Title: Grade: Date of Birth: Date of Hire: Languages: UTC Experience: Development Needs: Successor for Current Position: Successor for these Key Positions: Development Strengths: Experience prior to UTC: Education:
    29. 29. Audi Ou 2005
    30. 30. H&S Leadership Model <ul><li>External Information - Conceptual Thinking - Best Practice </li></ul>Audi Ou 2005 Internal Information – Reports - Analysis Internal Information – Reports - Analysis ENVISION ENGAGE EXECUTE LEARN THINK
    31. 31. <ul><li>Be yourself… </li></ul><ul><li>Build yourself… </li></ul>Audi Ou 2005
    32. 32. Where is Your Career? <ul><li>What are you good at and what can you do with it? </li></ul><ul><li>What is you competency profile ? </li></ul><ul><li>What is the consistency of your knowledge base for decision making? </li></ul><ul><li>What leadership skills do you have acquired already? </li></ul><ul><li>What value do you bring to an employer at this point? </li></ul><ul><li>What is next … that would make sense? </li></ul>Audi Ou 2005
    33. 33. Career Development Tips The Attitude… <ul><li>Be a people person </li></ul><ul><li>Be reasonable and professional </li></ul><ul><li>Accept challenges </li></ul><ul><li>Be responsive and factual </li></ul><ul><li>Listen </li></ul><ul><li>Figures go up, decisions come down </li></ul><ul><li>Focus on improving your competencies… </li></ul><ul><li>“ It’s not what you do, but how you do it” </li></ul>Audi Ou 2005
    34. 34. The DMS Platform Concept (DMS - D ecision M aking S tandard) Audi Ou 2005 DMS Family Background Academic Studies Risk Exposure Diversity Personal development Professional Experiences External cycles Competencies Add On … Add On … Interest Passion What are your references … What is your decision making process …
    35. 35. Career Development Tips The Way… <ul><li>Think global </li></ul><ul><li>Broader your perspective and standard </li></ul><ul><li>Improve your communication skills </li></ul><ul><li>Choose one or several mentors </li></ul><ul><li>Have an integrated life of integrity </li></ul><ul><li>Get noticed </li></ul><ul><li>Move Up and Generalize </li></ul>Audi Ou 2005
    36. 36. The Right Job <ul><li>People </li></ul><ul><li>Opportunity </li></ul><ul><li>Options </li></ul><ul><li>Ownership </li></ul><ul><li>Work Content </li></ul>Audi Ou 2005 Jack Welch, Winning,2005
    37. 37. Inside Secrets that will get you hired <ul><li>Stop playing resume roulette </li></ul><ul><li>You are being eliminated </li></ul><ul><li>A computer is deciding your job prospects </li></ul><ul><li>Tell BBI stories is the best defense </li></ul><ul><li>Create hallo effect </li></ul><ul><li>Always be positive </li></ul><ul><li>Danger! Trap ahead </li></ul><ul><li>Must negotiate </li></ul>Audi Ou 2005 From Cynthia Shapiro
    38. 38. My China Experience Audi Ou 2005
    39. 39. China experience The attitude <ul><li>Up rise knowledge domains </li></ul><ul><li>Eager to Learn </li></ul><ul><li>Engagement issues </li></ul><ul><li>Springboard of leadership development? </li></ul><ul><li>Leverage Taiwan experiences and Strengths </li></ul>Audi Ou 2005
    40. 40. <ul><li>Be humble </li></ul><ul><li>Willing to learn </li></ul><ul><li>Be experts </li></ul><ul><li>Aware of politics </li></ul><ul><li>Build up connections </li></ul><ul><li>Family matters </li></ul>China experience The tips Audi Ou 2005
    41. 41. Audi Ou 2005
    42. 42. Change Formula <ul><li>Human Nature resists change, even when it is for the better. Keep the following formula in mind when you are asking people to change: </li></ul>Audi Ou 2005 C = D x V x F > R Change = Dissatisfaction X Vision X First Steps > Resistance
    43. 43. Change as a Process of Transition Audi Ou 2005 Present State Unfreezing Occurs Transition State Refreezing Occurs Desired State Project or Program Level Ending Beginning Response Zone Personal Level
    44. 44. Helping People Through Transitions Audi Ou 2005 <ul><li>Accept and Acknowledge Feelings </li></ul><ul><li>Validate the Past </li></ul><ul><li>Over-communicate </li></ul><ul><li>Sell the Problem </li></ul><ul><li>Be Clear About What is Ending and What Isn’t </li></ul><ul><li>Present a Positive Vision </li></ul><ul><li>Create Short Term Objectives </li></ul><ul><li>Create Temporary Roles and Procedures </li></ul><ul><li>Strengthen Inter/Intra Group Connections </li></ul><ul><li>Provide Rapid Feedback </li></ul><ul><li>Provide the Big Picture </li></ul><ul><li>Involve People in Planning </li></ul><ul><li>Align Related Resources, Processes, Roles and Rewards </li></ul><ul><li>Sell the Solution </li></ul><ul><li>Celebrate Success and the New Behaviors </li></ul>Performance Level I Performance Level II Shock Acceptance Disbelief Problem Solving Anticipation New Performance Depression Frustration Anger Rejection Understanding
    45. 45. Steps for Change <ul><li>Awareness </li></ul><ul><li>Urgency </li></ul><ul><li>Diagnosis </li></ul><ul><li>Take Accountability </li></ul><ul><ul><li>Be at cause </li></ul></ul><ul><ul><li>Focus on what you can do </li></ul></ul><ul><li>Solutions </li></ul><ul><li>Execution </li></ul><ul><li>Reinforcement </li></ul><ul><li>Forgiveness : Self and others  Freedom </li></ul>Audi Ou 2005 四他 : 面對他、接受他、處理他、放下他
    46. 46. The Road Less Traveled Audi Ou 2005 沒有人走的路 在黃樹林中,路分岔成兩條 遺憾我不能兩條一齊走 佇立良久,極目遠眺其中之一 直到它沒入草叢 選擇另外一條路 或許以為有個較好的理由 因為野草茂盛,等人踐踏 其實,兩條路都一樣 被踐踏的不相上下 那天早上,兩條路躺在我面前 落葉上,也還未留痕 而今,瞭然於路如何向前延昇 我把第一條路留待來日 卻懷疑自己會重新再走回頭 多年後,我會長嘆一聲 : 兩條路,分岔在樹林中 我選擇沒有人走的一條 而一切不同,從此開始 羅伯.佛洛斯特
    47. 47. <ul><li>The vision of change is always beautiful and exciting, but the change process is painful. It takes lots of courage, determination, wisdom, and passion. </li></ul><ul><li>But the benefit and satisfaction of “Discovering a New World” makes all the effort and sacrifice worthwhile </li></ul>Audi Ou 2005
    48. 48. Audi Ou 2005
    49. 49. Audi Ou 2005
    50. 50. Audi Ou 2005
    51. 51. Audi Ou 2005 Help U discover your strengths and hidden self (so that U can keep a high self esteem )
    52. 52. Audi Ou 2005 Open a newer world to U (if U continue to be inquisitive about yourself)
    53. 53. Audi Ou 2005 Stop grouching! Learn to accept yourself .
    54. 54. Audi Ou 2005 Take care of yourself when necessary. U can still improve.
    55. 55. Audi Ou 2005 Relax (after all there are several thing you are hopeless)
    56. 56. Any Questions? Audi Ou 2005
    57. 57. Outline <ul><li>Missing the train? </li></ul><ul><li>Right Attitudes </li></ul><ul><li>Leadership Development Tool </li></ul><ul><li>Career Decision Making Tips </li></ul><ul><li>Change Management </li></ul>Audi Ou 2005
    58. 58. Bio <ul><li>MA, HRM, HPU </li></ul><ul><li>IMBA, National Cheng Chi University </li></ul><ul><li>HR Manager, Transcend Information </li></ul><ul><li>HR Manager, Tatung Otis Elevator </li></ul><ul><li>HR Vice Director, Xizi Otis, China </li></ul><ul><li>HR Senior Assistant Vice President, EHS </li></ul><ul><li>[email_address] </li></ul>Audi Ou 2005