Career progression & advancement

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					Progressing at work and career
        advancement


      by Toronto Training and HR

            January 2011
           3-4      Introduction to Toronto Training and
                    HR
Contents   5-6
           7-20
                    Definitions
                    New requirements for 2011
           21-22    Kick start you career-accountants
           23-24    Core factors of a top-drawer senior
                    candidate
           25-26    Four stages of career building
           27-29    Taking stock of your assets
           30-31    Exploring work possibilities
           32-33    Raising your status
           34-36    Getting to the top
           37-40    Grab hold of your career
           41-43    Who REALLY gets headhunted?
           44-46    Moving forward
           47-49    Are you promotable?
           50-56    Why did I miss out on that
                    promotion?
           57-58    Conclusion and questions


                   Page 2
Introduction




     Page 3
Introduction to Toronto Training
            and HR
• Toronto Training and HR is a specialist training and human
  resources consultancy headed by Timothy Holden
• 10 years in banking
• 10 years in training and human resources
• Freelance practitioner since 2006
• The core services provided by Toronto Training and HR are:
              - Training course design
              - Training course delivery
              - Reducing costs
              - Saving time
              - Improving employee engagement & morale
              - Services for job seekers

                            Page 4
Definitions




    Page 5
             Definitions
Career
Job
Occupation
Role




                Page 6
New requirements for
2011-General Counsel




         Page 7
   New requirements for 2011-
            General Counsel
Business acumen
Ability to interact with the board
Experience managing an internal legal function
Able to negotiate with regulators and watchdog
agencies
Strong external network
Judgment needed to outsource legal work
appropriately and cost-effectively
Knowledge of new environmental regulations and
green considerations


                      Page 8
New requirements for
2011-VP Supply Chain




         Page 9
 New requirements for 2011-VP
                Supply Chain
End-to-end understanding of the supply chain
Cost-conscious exploration of outsourcing and internal
solutions
Ability to partner with the CIO to improve interactions
with customers and suppliers; technical savvy
Experience running a business unit, managing a P&L,
and interacting with customers
Ability to collaborate across all business units and
global functions and with the support organization



                        Page 10
New requirements for
  2011-VP Human
     Resources




        Page 11
 New requirements for 2011-VP
            Human Resources
Commercial acumen
Understanding cultural differences & shifting demographics
Change management skills; facility with cultural change
initiatives
The credibility needed to act as an internal adviser to the
CEO and the board
Ability to work with the board to manage succession
Technological savvy
Expertise in building compensation and performance into
governance structures
Skill at marketing the VP HR role to the rest of the firm


                          Page 12
New requirements for
     2011-CFO




        Page 13
New requirements for 2011-CFO
            1 of 2
Experience that matches a company’s current
needs—M&A experience for a company in growth
mode, for instance, or a strong background in
controls for a company that has experienced
restatements or earnings violations
Somewhat reduced focus on accounting skills and
increased focus on strategic thinking
Skill at finding the link between accounting
and new business models and strategy


                     Page 14
New requirements for 2011-CFO
            2 of 2
Understanding of risk and how to balance it with
performance
A stronger outward focus, particularly when
it comes to investor relations (though CFOs
still need to be good overseers on the accounting
front)
A global, as opposed to country-specific, approach
to finance



                      Page 15
New requirements for
     2011-CIO




        Page 16
New requirements for 2011-CIO
Ability to view the organization holistically,
across functional, unit, and regional boundaries
Process orientation and comfort with
organizational design
Information analytics knowledge; ability to help
companies sort through and use information
Expertise in investment allocation and using
ROI to make decisions about future IT
expenditures


                      Page 17
New requirements for
  2011-VP Sales &
     Marketing




        Page 18
 New requirements for 2011-VP
   Sales & Marketing 1 of 2
Significant in-sector experience
Experience handling the marketing challenges and
opportunities presented by new channels
Ability to serve as the CEO’s single point of contact
for marketing, sales, and e-commerce




                       Page 19
New requirements for 2011-VP
  Sales & Marketing 2 of 2
Sophisticated technology know-how, as some
distribution becomes more channel neutral; skill at
managing relationships between commercial and
technology executives
Crisis and reputation management skills
The ability to promote transparency and manage
customer communities and public conversations




                      Page 20
Kick-start your career-
     accountants




          Page 21
       Kick-start your career-
               accountants
Set yourself clear targets
Be ready to accept new responsibilities
Learn new technologies
Networking
Be conspicuous




                      Page 22
 Core factors of a top-
drawer senior candidate




          Page 23
  Core factors of a top-drawer
        senior candidate
Demonstrating strategic skills
Building a strong management team
Managing implementation
Creating the capacity for innovation
Lateral management
Projecting executive presence




                      Page 24
Four stages of career
      building




         Page 25
 Four stages of career building
1.   Get to know yourself
2.   Explore possibilities
3.   Set goals
4.   Take action




                        Page 26
Taking stock of your
      assets




        Page 27
Taking stock of your assets 1 of 2
Personal career assets
What have you dreamed of doing?
What are your values?
What interests you?
Positive and negative thinkers
Clarifying your beliefs
Skills-numerical, communication, leadership, sense
awareness, using logical thinking, helping,
organizational, technical, self-management, being
creative & innovative


                       Page 28
Taking stock of your assets 2 of 2
What do you know?
What kind of person are you?
What are your work-related material assets?
What relationship assets do you have?
Creating a portfolio




                     Page 29
Exploring work
 possibilities




     Page 30
    Exploring work possibilities
Alternative ways of working
Identifying work possibilities
Investigating work possibilities
Mixing and matching information
Your work possibilities




                     Page 31
Raising your status




        Page 32
           Raising your status
Stop helping
Hone your delivery
Change your role
Adopt a cause
Take the lead
Sparkle on stage
Act proud
Be hard to please
Take criticism on the chin


                       Page 33
Getting to the top




       Page 34
      Getting to the top 1 of 2
Insiders
Outsiders
Board members
Insider-outsiders
Former executives




                    Page 35
     Getting to the top 2 of 2
MAINTAINING MOMENTUM
Find your flow
Plan ahead
Keep a sense of urgency
Mix it up
Check in
Know the risks
Delegate
Get competitive
Take a break
Keep the prize in mind


                      Page 36
Grab hold of your career




          Page 37
  Grab hold of your career 1 of 3
Be self-managing
Know what you have to offer
Keep on learning
Understand business trends
Prepare yourself for areas of competence, not jobs
Find a mentor
Build financial independence
Network, network, network
Keep your resume up to date
Create a vision


                       Page 38
  Grab hold of your career 2 of 3
FALLACIES ABOUT HOPPERS
Job-hoppers prosper
A move should be a move up
Big fish swim in big ponds
Career and industry switchers are penalized




                      Page 39
   Grab hold of your career 3 of 3
FLEEING THE PIGEONHOLE
Identify areas of interest
Look for fit
Observe differently
Shift from tasks to relationships
Communicate your interest
Get feedback




                       Page 40
Who REALLY gets
 headhunted?




      Page 41
Who REALLY gets headhunted? 1 of 2
Be self-managing
Know what you have to offer
Keep on learning
Understand business trends
Prepare yourself for areas of competence, not jobs
Find a mentor
Build financial independence
Network, network, network
Keep your resume up to date
Create a vision


                       Page 42
Who REALLY gets headhunted? 2 of 2
Identification of the executives to be targeted
Who is on the database?
Attached and unattached executives
Getting the approval of executives to be moved
Comparisons between placements and executives
who changed jobs through other means
Matching executives, jobs and employers
Lateral, downward or upwards



                     Page 43
Moving forward




     Page 44
        Moving forward 1 of 2
Setting goals
Building scenarios
Confront your what-ifs
Recognize resistance
Keep on learning
Your goals and strategies




                      Page 45
        Moving forward 2 of 2
Expand your alternatives
Make yourself useful
Establish boundaries




                     Page 46
Are you promotable?




        Page 47
   Are you promotable? 1 of 2
Do you call in sick less than three times annually?
Do you work reasonable hours and have outside
interests?
Do you dress for success, even in uniform?
Do you avert crises, rather than create them?
Do you have high employee retention?
Do your employees willingly handle problems in
your absence?



                       Page 48
   Are you promotable? 2 of 2
Do you know your priorities and manage by
them daily?
Do you support the team, up, down and across?
Do you analyze problems deeply and propose
solutions?
Do you feel loyal to your organization?




                     Page 49
Why did I miss out on that
      promotion?




           Page 50
     Why did I miss out on that
        promotion? 1 of 6
Decisions about who gets promoted can seem mysterious
and arbitrary-stellar performance reviews and a strong
track record but still getting passed over. What’s going on?
In most organizations feedback is vague and confusing –
sometimes intentionally, so as not to demoralize-it’s up to
you to ferret out the real reasons you missed the job.
For example, think twice when you’re told you need to
work on ―leadership‖ or gain more ―seasoning.‖ These can
be code words masking more specific concerns, like a
failure to demonstrate strategic thinking or an inability to
delegate.


                          Page 51
    Why did I miss out on that
       promotion? 2 of 6
NON NEGOTIABLES IN EXECUTIVE CAREER
ADVANCEMENT-factors that are absolutely
necessary for you to be a contender
Demonstrating consistently strong performance
Displaying ethics, integrity, and character
Being driven to lead and to assume higher levels
of responsibility




                      Page 52
    Why did I miss out on that
       promotion? 3 of 6
DE-SELECTION FACTORS IN EXECUTIVE CAREER
ADVANCEMENT-characteristics that prevent you
from being considered as a serious candidate
Having weak interpersonal skills
Treating others with insensitivity or abrasiveness
Putting self-interest above company good
Holding a narrow, parochial perspective on the
business and the organization



                       Page 53
    Why did I miss out on that
       promotion? 4 of 6
CORE SELECTION FACTORS-capabilities that breed
others’ confidence in your ability to succeed at the
senior executive level
Setting direction and thinking strategically; spotting
marketplace trends and developing a winning strategy
that differentiates the organization
Building and continually upgrading a strong executive
team; having a ―nose for talent‖; establishing an
adequate level of team cohesion



                         Page 54
    Why did I miss out on that
       promotion? 5 of 6
CORE SELECTION FACTORS-capabilities that breed
others’ confidence in your ability to succeed at the senior
executive level
Getting things done across internal boundaries (lateral
management); demonstrating organization savvy;
influencing and persuading colleagues; dealing well with
conflict
Growing and developing as an executive; soliciting and
responding to feedback; adjusting leadership style in
light of experience


                          Page 55
    Why did I miss out on that
       promotion? 6 of 6
CORE SELECTION FACTORS-capabilities that breed
others’ confidence in your ability to succeed at the senior
executive level
Managing implementation without getting involved at too
low a level of detail; defining a set of roles, processes,
and measures to ensure that things get done reliably
Building the capacity for innovation and change;
knowing when new ways of doing business are required;
having the courage, tolerance for risk, and change-
management skills to bring new ideas to fruition


                          Page 56
Conclusion & Questions




         Page 57
            Conclusion
Summary
Questions




               Page 58

				
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