The document discusses the importance of proactive career behavior and lifelong learning in the changing world of work. Some key points: - By 2022, 1 in 10 Indian workers will need skills for jobs that don't exist today as jobs change rapidly due to technology and globalization. - Individuals must take charge of their own careers through lifelong learning, networking, and acquiring new skills to adapt. Proactive behaviors like career planning and creating opportunities will lead to greater career success. - The future of work involves mobility across teams/industries, soft skills, and agility. Organizations value employees who continuously learn and adapt to changes like new technologies. Career self-management through evaluation and strategy will help individuals

1. PROACTIVE CAREER BEHAVIOUR
DR.TAZEENTAJ MAHAT
GBS HUBLI

2. THE WORLD OF WORK
• By 2022, one in 10 workers in India would
have to be employed in jobs that do not even
exist today. In other words, one in current 10
jobs will be gone in the next five years.

3. Globalisation, demographic changes and new-
age technologies will change the face of Indian
industries. (Ernst & Young in December 2018)
• Even existing jobs will evolve and 37% of the
workforce will likely be deployed in roles that
will require radically changed skill sets.
JOB LESS WORLD

9. individuals need time to adapt,
more firms go bankrupt and more people are
laid off.
Difficult to find jobs since their skill sets are
outdated
as does the divide between rich countries that
innovate, and poor countries that depend on
cheap labour.

10. Lifelong learning and acquire new skills
self employed, start their own business or
join the gig economy, and become their own “employer
of choice”.
GIG ECONOMY a labour market characterized by the
prevalence of short-term contracts or freelance work as
opposed to permanent jobs.
"working in the gig economy means constantly being
subjected to last-minute scheduling"

11. The future of work
• Mobility within the
organisation,
• learn new skills at work,
less averse to change ,
• continually learn ,
• adapt to new ways of
working (e.g. with AI)
• and new responsibilities.

12. • “Employees need to develop “cross-
professional” skills in order to remain
competitive on the labor market.
Employers can no longer promise career
for their employees. Employees need to
take care of their own Career”

13. The future of work
• Networked organisations ,
• Mobility across teams, geographies, and
professions.
• Mobility within and beyond a specific sector or
industry,
• Soft skills and Critical thinking
• Lifelong learning and a highly volatile job market
• the daily gymnastics of learning on the job
lifelong learning and agile organisations

14. SKILLS NEEDED
IN FUTURE
WORKPLACE

16. “As digital transforms the business landscape,
the successful organizations of the future will
likely be those that can move faster, adapt more
quickly, learn more rapidly, and embrace
dynamic career demands”(Deloitte 2017, italics
ours).

17. Career Self-Management
• There’s no map to help you navigate through
the world of work.
• What’s more, change is rife and new types of
work keep springing into existence.
• And that’s happening at an ever increasing
rate. The future of the world of work is
unpredictable.
• There’s no ready-made Satellite Navigation
system to guide your career. Is there?

18. CAREER SELF MANGEMENT

19. • In the faster-moving parts of our economy—
—job descriptions are disappearing and so is
the chain of command.
• Project teams are created to do specific tasks
and then disbanded.
• People may work on more than one team at a
time, hours are irregular and the only thing
that really matters is the results.

20. Career self-management
• Charting the institutional landscape,
• identifying gatekeepers,
• implementing career strategies and
• evaluating the effectiveness of those
strategies

21. • seeking guidance,
self-nomination,
networking, other
enhancement,
creating
opportunities,
extended work
•reflection on past
•prior strategies.
•sources of feedback
•career outcomes, verbal
or nonverbal
•individuals who have a
controlling
•influence over one’s
current and future career
steps
•understanding of
•the world of work, the
opportunities it offers, the
demands those
opportunities make,
•and the rewards and
satisfactions they offer
LANDSC
APE
Identify
the gate
keepers
Strategies
Evaluate

22. Career Strategies
• Career strategies are behaviors used to decrease the time required and
uncertainty in the career development. The career strategies dimensions
proposed for this study are:
• Creating Opportunities: Developing skills and seeking out experience critical
to a person's career success
• Extended Work Involvement: Working outside of the office hours and
preoccupation with work-related issues
• Self-Nomination: Communicating to superior a desire to assume greater
responsibility in the organization and presenting oneself in the best possible
light
• seeking career guidance: Seeking guidance from a more experienced
person.
• Networking : Connecting with people in or outside the organization
• Interpersonal Attraction: Holding the same opinion or thinking highly of
one’s superior, and expressing a favorable evaluation of the superior

23. Career Self-Management
• Career self-management means having a sense of direction in your career.
• It’s like having an internal compass.
• You know what’s truly important to you and you steer your career
accordingly.
• This doesn't mean you’re inflexible. On the contrary, you’re capable of
adapting to new opportunities and unexpected developments.
• you need to get to know yourself and the world of work as well as you
possibly can.
• What’s more, you have to be bold enough and capable enough to make
decisions. This is no mean feat.
• Most people find it rather difficult, because we haven’t learned much
about these kinds of thing. Which is why a lot of people could do with a bit
of help, e.g. from a coach or career advisor. Incentives from your boss and
facilities from your employer can also be a tremendous help.

24. • Career self-management is controlled by the
concerned individual and includes certain
plans and information applicable for future
career decision-making and problem solving.
It is comprised of continuously improving the
existent conditions at the present work place
and preparing yourself for a change.

25. Proactive behaviour
• Proactive behaviour refers to the anticipatory action that
individuals take to impact themselves and/or their
environments (Parker, Williams, & Turner, 2006).
• Proactivity isconceived as a process that can be applied to
any set of actions through anticipating,
• planning, and striving to have an impact (Grant & Ashford,
2008). The key criterion for identifying proactive behaviour
is whether the individual anticipates, plans for, and
attempts to create a future outcome that has an impact on
the self or environment (Grant & Ashford, 2008; Parker et
al., 2006). The notion of proactive behaviour in the
workplace challenges the conceptualization of employees
as relatively passive and reactive (Grant & Ashford, 2008)
and explicitly recognizes the deliberate actions

26. • Parker and Collins (2010), a diverse set of proactive
behaviours were categorized corresponding to the
primary intended target of impact.
• This resulted in three-higher order categories;
• (i) proactive work behaviour focused on the internal
environment of the organization;
• (ii) proactive strategic behaviour focused on the
organization’s alignment with its external environment;
and
• (iii) proactive person-environment fit behaviour
focused on the individual’s fit with the work
environment (Parker & Collins, 2010).

27. • It refers to an entrepreneurial approach one may adopt
towards one’s employability and career.
• This type of behaviour is not necessarily confined to
one’s present job or employing organization, but rather
involves a broader scope of actions that can occur
within as well as outside the context of the present job
or employing organization.
• Empirically, proactive career behaviour has been linked
to objective career success, namely career progression
and performance, as well as to subjective career
success, i.e., career satisfaction (Crant, 2000; Seibert et
al., 2001; Ng, Eby, Sorensen, & Feldman, 2005).

28. Proactive Career Behaviour
• fitting jobs that better fulfil their needs (Yu & Davis, 2016). fit with
the work environment may also be more likely to take initiative in
gathering feedback regarding their performance, capitalize on the
degrees of freedom in their job, negotiate about assignments and
role expectations, identify career opportunities, and/or engage in
career planning and consultation (Ashford & Black, 1996; Roberts et
al., 2005; Wrzesniewski & Dutton, 2001).
• job demands and individual abilities.
• Help in taking initiative in developing their skills and knowledge,
which should keep them more employable and make them more
capable of acting on altering job demands than people who are less
inclined to behave proactively (Parker & Liao, 2016).
• Hence, individuals who act more proactively vis-à-vis their career
(as compared to those who do not) are expected to higher career
success.

29. • employees take to influence their
environments
• In this respect ,proactive behaviour can be
distinguished from more general motivated
behavior and more reactive, passive behaviour
in that it encompasses acting in advance and
is directed towards an intended impact (Grant
& Ashford, 2008).

30. • Proactive career behaviours include the
deliberate actions undertaken by individuals in
order to realize their career goals
• two components of proactive career behaviours
can be discerned, i.e. a cognitive and a
behavioural component
• While the former refers to the insights
individuals develop into their own career
aspirations,
• the latter refers to the behaviours they initiate
with the aim of managing their career.

31. • individuals to develop career insight that allows them
to make meaningful choices.
• career planning has been identified as one important
dimension of proactive career behaviour
• Career planning includes setting goals, exploring
options, and formulating plans and in this sense it
reflects a person’s attempts to manage his or her
career in a conscious way.
• The behavioural component refers to the concrete
actions undertaken by employees to realize their
career goals

32. • Networking is one important type of proactive behaviour
that is considered pivotal for contemporary career success
• Networking behaviour refers to individuals’attempts to
develop and maintain relationships with others who have
the potential to assist them in their career by providing
emotional support, information, career advice,or advocacy
for employment or promotion
• individual ownership of careers, it is especially important
for graduates to be connected with relevant others who
can support them in their career choices,
• for instance by providing access to information about
available job opportunities

34. WHY NETWORKING IS IMPORTANT IN EVERY STAGE OF YOUR CAREER
professional network.
Consistent Networking Makes Perfect
Professionals genuine interest in helping you. Attend industry conferences or meetups to
meet new people in your industry.
Learn From People in Your Industry
the collective knowledge of others in your profession.
Networking will help you avoid the mistakes of your more seasoned peers. T
he right connections in your field can help you find important ways to run your business more
effectively, increase your leads, and keep up on the latest news in your industry.
If you are looking for an easy way to get started networking, joining an industry group that
meets up in town.

35. • the relationships between career progress
goal, career planning, networking behaviours,
and career success has been found to be
positive
• If young professions want to achieve career
progress they should resort to proactive
behaviors and career self-mangement