This presentation promotes expanded understanding of the manner in which employees perceive their careers and ways in which line managers, human resources managers, mentors, and career coaches can conduct effective career conversations that offer benefits to both the individual employee and the employing organisation. Nine types of career metaphor are introduced to stimulate thinking about how employees may tend to perceive and speak about their careers (Inkson). Career drivers (Schein) are introduced as a means of highlighting that employees are motivated differently (i.e. they are seeking different blends of rewards from working). The Denham Career Development Model is introduced briefly to highlight the career tasks that employees undertake across their careers, while working with their organisations. Benefits of developing an organisational career development culture are then highlighted (CIPD). Research undertaken (Hirsch et al) into who carries out effective career discussions with employees in organisations is then presented, together with the contexts/settings in which those effective career discussions took place. Positive behaviours demonstrated by those carrying out effective career conversations with employees are then highlighted, together with the positive impacts of those career discussions. Tips for the consideration of organisations seeking to develop strong career development cultures are then provided.

1. Barry J Horne
M: (0425) 308 625
ICF (WA Chapter) T: (08) 9448 6753
August 2012 E: barryjh@amnet.net.au

2.  Multiple Perspectives
Material
Rewards Affiliation Autonomy
 Employee Perspectives Power/
Influence
Creativity Security
Search for
Expertise Status
Meaning
 Organisational Perspectives
 Effective Career Discussions
 Positive Actions

3. 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

4. Actually I never really thought of it as a career, since a
career suggests evolution and progress, whereas my
professional life has been a series of advances and
retreats: stagnation and renewals, lulls and surges,
doldrums and typhoons. A career could be planned,
my life was the result of chance and improvisation. It
was plotless.
Humphries (2002)

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

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

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

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

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

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

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

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

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

14. Inheritance Cycles
Action Fit
Journey Role
Relationship Resource
Story
Inkson (2006)

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

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

17. 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

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

19. Denham (2004)

20. Skill
Deployment
Adaptive Organisation
Growth Performance
Business
Case for
Career
Development
Unleashing Attraction/
Potential Retention
Skills/
Experience
Business
CIPD (2005) Needs

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. 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:

23. Boss
(Appraisal)
Sources of
6% Support
Other
Manager
(Single) Boss (Non-
Other
18% Appraisal)
Manager (On-
15%
Going) Career/Trainin
8% g Event
8%
Formal
Mentors/Coac Friends/Collea
hes gues
14% 8%
Human
Specialist Resources
Coach/Adviser 11%
12%

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

25.  Displays Real Interest in Employee
 Demonstrates Insight
 Enthuses and 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. Secondment 4 Impacts of
Retention 11 Positive Discussions
Contacts 14 (Cited %)
Increased Career Skills 22
Development Opportunities 22
Political Awareness 25
Ongoing Dialogue with Organisation 25
Job Move 35
Positive Feeling 51
Career Opportunity Information 53
Increased Self Insight 61
Clearer Future Direction 65
0 20 40 60 80

27.  Reposition Career Support Responsibility with
Community of Line Managers: Boss is Often
Not Best Provider of Support
 Normalise Career Discussions as
Part of Organisational Life
 Career Discussions are Central to
Self-Managed Careers: Relate Tacit
Information to Individual and Situation
Hirsh et al (2001)

28.  Don’t Rely on Formal Appraisal: Overloaded
Process, Short-Term Performance Orientation
 Motivated Bottom Line: Maximising Employee
Contributions Over Time - Impact on Engagement
due to Attending to Real Concerns About Future
Hirsh et al (2001)

29.  Build Off-Line Options (e.g. External, Impartial
Coaches): Especially useful if…
◦ Line Management Weak on People Management
◦ Organisation is Turbulent
◦ Individuals Have Deep-Seated (Work) Problems
 Encourage Informal Mentoring and Career
Discussions: Train Givers and Receivers of Career
Discussion Support!
Hirsh et al (2001)

30. Build
Capability of
Procure People to
Career Conduct
Specialists Effective
and Career
Provide
Interventions Discussions
Direct Career
Support

31.  Multiplicity of Perspectives on Career
Material
Employees Drivers Vary
Rewards Affiliation Autonomy
 Power/
Creativity Security
Influence
Search for
Expertise Status
Meaning
 Benefits for Organisations that Develop
Strong Career Development Cultures
 Build Capability to Hold Effective
Career Discussions
 Implications for Coaching Market

32.  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.
 Humphries, B (2002). My Life as Me. Viking
 Inkson, K (2006) Understanding Careers: The
Metaphors of Working Lives. Sage Publications