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ADAPTIVE CAREER DESIGN (Marco Calzolari)
The document discusses frameworks for adaptive careers and talent management. It provides guidance on identifying strengths and areas for improvement, defining personal value propositions, and engaging in iterative career development conversations. The goal is to foster mutual understanding and commitments between individuals and organizations for ongoing learning and improvement.
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ADAPTIVE CAREER DESIGN (Marco Calzolari)
- 1. Commenta in direttasu Twitter @creativityday o taggaci su Instagram @creativity_day #cday16 A framework for Adaptive Careers Marco Calzolari twitter.com/marcocalzolari linkedin.com/in/marcocalzolari Commenta in diretta su Twitter @creativityday o taggaci su Instagram @creativity_day #cday16
- 2. 1. Find yourmissing pieces 2. Present yourselfwithin group 3. Discuss sentences 4. Summarize to audience
- 3. GROW: Identifying and Fostering Talent DanielGoleman Claudio Fernández-Aráoz 3
- 4. How Performance Management is KillingPerformance M. Tamra Chandler Dave Ulrich 4
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- 7. Design your Purposeful Organization Name Purpose Products /Services Activities Job to be done; Task required/needed; Deliverables; Non-billable activities
- 8. 8Defining TALENT Dave Ulrich HumanAsset Summit. Budapest, 25–26 October 2011. COMPETENCE Right person, right place, right time, right skills COMMITMENT Value proposition: what do I give? what do I get? CONTRIBUTION How can meaning be created in the organization?
- 9. Why they don’t seemy talent at work? – Me (20 yrs ago)
- 10. How can I recognizeall of their talents? – Me (today)
- 11. 11Stay Interview “What willkeep you here?” Better understanding all of “your” people. Demonstrate that you value them as human beings. Encourage them to stay on your team. Beverly Kaye, SharonJordan-Evans Hello Stay Interviews, Goodbye Talent Loss – Berrett-Koehler Publishers, 2015
- 12. 12Exclusive / Inclusive Exclusivegroup of people, who had high potentials identified as “top talent”. vs Everyone has talent. Potentials exist in more than a few people at the top. MakeYour People BeforeYou MakeYour Products PaulTurner, Danny Kalman – Wiley, 2014
- 13. 13Adaptive Organizations Niels Pflaeging OrganizeFor Complexity – Lightning Source Inc 2014
- 14. 14Adaptive Organizations Niels Pflaeging OrganizeFor Complexity – Lightning Source Inc 2014
- 15. 15Networked Careers Employment shouldbe an Alliance Employee invest in the Company’s Success Company invests in the Employees’ Market Value Through Clear Missions with Realistic Time Horizons Reid Hoffman, Ben Casnocha, ChrisYeh The Alliance: Managing Talent in the Networked Age – Harvard Business Review, 2014
- 16. 16Networked Careers Dave Ulrich Latesttrends and strategies in Talent Management, 2011
- 17. People before Products Employees as customers Konosuke Matsushita (1894-1989) — Founder of Panasonic
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- 19. Iterative Career Development19 Proposition Mentorship Feedback REVIEW
- 20. 20 UNIQUE VALUE CONTRIBUTIONJOB TITLE FAVORITE THINGS DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES
- 21. UNIQUE VALUE CONTRIBUTIONJOB TITLE FAVORITE THINGS DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES PUBLIC TRUST INDIVIDUAL ORGANIZATIONAL 21
- 22. UNIQUE VALUE CONTRIBUTIONJOB TITLE FAVORITE THINGS DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES 22 AUTONOMOUS SYSTEMIC
- 23. UNIQUE VALUE CONTRIBUTIONJOB TITLE FAVORITE THINGS DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES 23 HINDSIGHT FORESIGHTINSIGHT
- 24. UNIQUE VALUE CONTRIBUTIONJOB TITLE FAVORITE THINGS DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES 24
- 25. UNIQUE VALUE CONTRIBUTIONJOB TITLE FAVORITE THINGS DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES 25
- 26. 26 PERSONAL VALUE PROPOSITION WHATI LIKE DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSE AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL Favorite Things Activities you love doing. Tasks that make you feel “in the flow”. What you don’t like too much What duties are slowing you down from improvement?
- 27. 27 Favorite Things Activities youlove doing. Tasks that make you feel “in the flow”. What you don’t like too much What duties are slowing you down from improvement?
- 28. Strengths Your biggest advantages. What you can guarantee? Areas of improvement About your weaknesses. What do you feel you’re missing? 28 PERSONAL VALUE PROPOSITION WHAT I LIKE DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSE AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL
- 29. Strengths Your biggest advantages. What you can guarantee? Areas of improvement About your weaknesses. What do you feel you’re missing?
- 30. Purposes What are yourintents? How you will improve the whole company? Needs Ask for support. Tools, help and development. TION JOB TITLE LL GTHS PURPOSES MAIN ACTIVITIES BETTER NOT OF EMENT NEEDS OVERALL OUTCOMES
- 31. Purposes What are yourintents? How you will improve the whole company? Needs Ask for support. Tools, help and development.
- 32. UNIQUE VALUE CONTRIBUTIONJOB TITLE FAVORITE THINGS DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES
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- 34. TION JOB TITLE LL GTHS PURPOSESMAIN ACTIVITIES BETTER NOT OF EMENT NEEDS OVERALL OUTCOMES Activities Tasks and functions you should do. Interactions, Responsibilities. Better not doing Things that we’d better avoid in order to succeed.
- 35. Activities Tasks and functions youshould do. Interactions, Responsibilities. Better not doing Things that we’d better avoid in order to succeed.
- 36. Organization Design ON JOBTITLE HS PURPOSES MAIN ACTIVITIES BETTER NOTENT NEEDS OVERALL OUTCOMES
- 37. ON JOB TITLE HS PURPOSESMAIN ACTIVITIES BETTER NOTENT NEEDS OVERALL OUTCOMES Organization Design
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- 41. Virtual Hiring ON JOBTITLE HS PURPOSES MAIN ACTIVITIES BETTER NOTENT NEEDS OVERALL OUTCOMES
- 42. Virtual Hiring ON JOBTITLE HS PURPOSES MAIN ACTIVITIES BETTER NOTENT NEEDS OVERALL OUTCOMES
- 43. Job Title Should bewritten on your business card. Unique Value Contribution Pitch yourself. How we will be a better company because of you? UNIQUE VALUE CONTRIBUTION JOB TITLE WHAT I LIKE DON’T LIKE TOO MUCH OVERALL STRENGTHS PURPOSES MAIN ACTIVITIES BETTER NOT AREAS OF IMPROVEMENT NEEDS
- 44. Job Title Should bewritten on your business card. Unique Value Contribution Pitch yourself. How we will be a better company because of you?
- 45. Get real feedback frompeers 1. Appreciations 2. Improvements 3. Suggestions A. How she/he can improve your job B. How you can improve her/his job C. How we (as a group) are unique thanks to her/him
- 46. Mutual Commitments How wewill address issues and create opportunities? Overall Outcomes How will we know that we're both on an improvement path? DON’T LIKE TOO MUCH BETTER NOT AREAS OF IMPROVEMENT NEEDS MUTUAL COMMITMENTS OVERALL OUTCOMES
- 47. Mutual Commitments How wewill address issues and create opportunities? Overall Outcomes How will we know that we're both on an improvement path?
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- 49. Commenta in direttasu Twitter @creativityday o taggaci su Instagram @creativity_day #cday16 Marco Calzolari twitter.com/marcocalzolari linkedin.com/in/marcocalzolari THANK YOU :-) Commenta in diretta su Twitter @creativityday o taggaci su Instagram @creativity_day #cday16