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Whose career is it anyway?
- 1. Whose Career isit Anyway? Career Development in the 21st Century
- 2. The Changing Faceof Business
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- 5. The Promotion Paradox timetime Little need for high motivation & performance Strong need for high motivation & performance tall structured companies flatter structured companies leads to…
- 6. Where we’ve comefrom Traditional Assumptions • Most people follow a straight line career path to retirement • Career development means upward mobility • Only new or young employees can be developed • Career development relates primarily to work experience
- 7. Where we aregoing Emerging Assumptions • Career paths are increasingly diverted and interrupted • Career development can be facilitated by lateral and even downward moves • Learning and change can occur at any age and career stage • Career development is influenced by family, personal and community roles, and can be facilitated by work outside paid employment
- 8. Career Development So… • Takeresponsibility • If it doesn’t work in one direction you will have to try another Organisation invests heavily in career and succession planning Everyone thinks they are going places Not everyone will get to go up
- 9. The Focus ofOrganisational Attention Capability High performance High motivation Proactive career management About you Willingness and ability to learn Rate of adoption of new skills and behaviours Willingness to be assessed Acceptance of change Enthusiasm for Parallel or sideways moves Project management Temporary secondments
- 10. Factors for Promotion Highperformance in your current job is mandatory!
- 11. Factors for Promotion Highperformance in your current job is mandatory! Advice Fortify yourself with knowledge
- 12. Factors for Promotion Highperformance in your current job is mandatory! Advice Fortify yourself with knowledge Broaden experience and raise profile
- 13. Factors for Promotion Highperformance in your current job is mandatory! Advice Fortify yourself with knowledge Broaden experience and raise profile Look for new responsibilities
- 14. Factors for Promotion Highperformance in your current job is mandatory! Advice Fortify yourself with knowledge Broaden experience and raise profile Ask for feedback Look for new responsibilities
- 15. Factors for Promotion Highperformance in your current job is mandatory! Advice Fortify yourself with knowledge Confront yourself Broaden experience and raise profile Ask for feedback Look for new responsibilities
- 16. Promotion Planning identify opportunities review thejob description for each major duty or responsibility of that job set yourself a goal establish a credible evidence procedure prioritise regularly evaluate progress check – are you on track?
- 17. Career Competences Engaging in personal development Usingcareer planning & tactics Balancing work and non-work Optimising your situation
- 18. Optimising your situation- Career Anchors “A constellation of self-perceived attitudes, values, needs and talents that develops over time, and which when developed, shapes and guides career choices and directions.” - Edgar ScheinOptimising your situation
- 19. The Eight CareerAnchors General Management Technical Functional Autonomy/Independence Entrepreneurial Creativity Pure Challenge Security/Stability Service/Dedication to a Cause Lifestyle 1 2 3 4 5 6 7 8 Optimising your situation
- 20. Using Career Planning& Tactics Planning 1. I have definite goals for my career over my lifetime Using career planning & tactics 2. When I think of changing my job I always consider whether the new job leads to another job I want 3. I give a lot of thought to plans for achieving my career goals 4. I know my strengths and weaknesses in relation to my career goals 5. Achieving my career goals is very important to me
- 21. Career Planning &Tactics Tactics 1. I try to have as much visibility and exposure to my bosses as I can Using career planning & tactics 2. I have gone out of my way to find a mentor or sponsor in the company 3. I cultivate friendships with influential people outside work to help my career 4. I actively seek opportunities rather than wait to be chosen 5. I try to help my bosses achieve things important to them even if they are not what I want
- 22. Career Planning &Tactics Individual Career Planning correlates directly with: Using career planning & tactics Salary growth Promotions Career performance Career satisfaction
- 23. Career Planning &Tactics Using career planning & tactics Salary growth Career performance Career satisfaction Individual Tactics correlate directly with:
- 24. The Results Employees whosystematically plan their careers tend to be more successful and feel more positively toward their careers than those who do not.
- 25. Balancing Work andNon-work The business benefits • Increased productivity • Improved recruitment and retention • Lower rates of absenteeism • Reduced overheads • An improved customer experience • A more motivated, satisfied and equitable workforce Balancing work and non-work
- 26. Work Life Balance Balancing workand non-work 2 1 3 4 Define your own balance – it will vary over time Continue to improve your contribution if you want to reap the rewards You are accountable for meeting and balancing your professional and personal obligations Seek to balance Achievement, Enjoyment and Obligation
- 27. Engaging in PersonalDevelopment Get good at getting what you want! Engaging in personal development
- 28. Engaging in PersonalDevelopment Get good at getting what you want! Get good at getting things done! Engaging in personal development
- 29. Engaging in PersonalDevelopment Get good at getting what you want! Get good at having good ideas! Get good at getting things done! Engaging in personal development
- 30. Engaging in PersonalDevelopment Get good at getting what you want! Engaging in personal development Get good at getting on with other people! Get good at having good ideas! Get good at getting things done!
- 31. Engaging in PersonalDevelopment Get good at getting what you want! Engaging in personal development Get good at getting on with other people! Get good at having good ideas! Get good at getting things done!
- 32. Action steps • Reviewhow far your work is using your skills and satisfying your needs and interests • Identify what is required for effective performance and define your own development needs • Learn from the experience of mentors, partners and colleagues • Anticipate future change and prepare for job opportunities that might arise