This document discusses various stages and aspects of managing one's career. It describes typical career stages like establishment, advancement, maintenance, and withdrawal. It also discusses factors like career anchors that guide career decisions, as well as challenges like managing expectations and transitions. The document emphasizes developing a global mindset and strong networking skills to navigate careers successfully in today's world. It provides strategies for assessing and improving one's mindset, as well as growing and maintaining professional networks.

1. Managing our careers – In a globalized world

2. 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

3. All for… Some basic needs of individuals: 1 2 3 Anymore: 9/1/2010 3

4. Career Paradigm 9/1/2010 4

5. Career Stages Withdrawal Maintenance Career Stage Advancement Establishment 17-39 40 to 60 60+ Life Stage 9/1/2010 5

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. Transition in Careers Career Counseling/Transition Workshops Corporate Outplacement Services Resume Development/training Interview Generation Job Search Social Networks 9/1/2010 12

13. 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

14. 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

15. Two specifics in successful:One Mindset, One Skill

16. 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

17. Global mindset Openness to and awareness of diversity across cultures Ability to synthesize across cultures and embrace diversity 9/1/2010 17

18. 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

19. 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

20. 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

21. Importance of networking For seeking advancement Keep updated Opportunities Cross-functional teams New development Getting decisions implemented Coordination between department 21 9/1/2010

22. 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

23. 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

24. 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

25. 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

26. Overcoming these barriers Think what your issues and resolve them Make conscious effort Make a habit 26 9/1/2010

27. 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