Career Development by manjitdabla

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									Human resources division




Career Development GuiDe
for Hr practitioners at anU




                           http://info.anu.edu.au/hr/   1
    today’s career Landscape
    contemporary workplaces require individuals to be responsible for their own employability and
    career management. the australian national University (anU) supports its staff in multiple ways to
    be proactive in their own development, by providing opportunities to enhance skill development, to
    gain confidence and capability and to develop their careers in meaningful ways.
    career development is a life-long and dynamic process, unique to each individual and incorporates
    both paid and unpaid roles and life experiences. Most individuals now change careers several times
    throughout their life, may work in various combinations of paid employment and usually commit to
    lifelong learning. even in tough economic times, new work emerges and good career managers are
    well-positioned to take advantage of these opportunities.




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deveLoping yoUr career
ManageMent skiLLs
this guide has been designed to assist you to develop your career management skills, focusing on:
•    appreciating the importance of career management and taking ownership of your own
     career development
•    identifying career goals and possible pathways
•    identifying appropriate professional development
•    creating a career development plan
•    improving your understanding of how to conduct, and participate in, successful career
     conversations.


We hope this guide will assist you to become a confident career navigator.




                                                                                                    3
    career patHways for Hr practitioners at anU
    within the Human resource (Hr) community a great diversity of work is performed, and this
    provides a range of opportunities to develop your career within Hr. the table below shows some of
    the Hr roles at anU.

       appointments and promotions                                        occupational Health and Safety
      •    appointments officer                                          •    rehabilitation case Manager
      •    appointments and promotions officer                           •    occupational therapist
      •    casual pool officer                                           •    occupational Hygienist
      •    consultants                                                   •    project officer
                                                                         •    oH& s consultant
                                                                         •    oH&s trainer
                                                                         •    administrative officer

       Business management/Financial management                           policy Development

      Business Manager                                                   appointments officer

       Business Solutions and Systems                                     remuneration and Benefits
      •    Business analyst                                              •    remuneration and Benefits consultant
      •    training officer                                              •    remuneration and Benefits officer
      •    web officer
      •    systems support officer

       Change management                                                  Staff Development
      •    Hr advisory and change Manager                                •    training administrator
      •    Hr advisory consultant                                        •    trainer and facilitator
                                                                         •    career consultant
                                                                         •    staff development consultant

       Hr Generalists                                                     Workforce planning
      •    college/division Hr officer                                   •    workforce planning consultant
      •    college/division Hr consultant                                •    workforce planning analyst

       Hr management                                                      Workplace Diversity and inclusion
      •    team Manager                                                  •    indigenous employment consultant
      •    assistant team Manager                                        •    equity consultant
      •    college/division Hr Manager
      •    associate director
      •    Hr director


    if you are interested in finding out more about any of these jobs, the best way to do this is to contact someone who occupies that
    role, and arrange to talk to them about it.


    other Hr opportunities
    you might also like to explore the range of Hr career pathways outside the University.
    the aHri publication ‘careers for Human resource graduates’ describes a range of opportunities and what’s involved in particular
    types of Hr-related work.


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Using tHis gUide
•   review the information about career Management skills, outlined on the following pages.
    you might like to complete the Healthy career checklist to start your reflection about your
    own career.
•   consider the range of Hr career pathways at anU and externally – a range of Hr-related
    careers can be found at: www.hrcareers.com.au/resources/careers-in-hr.cfm what Hr roles
    interest you?
•   review the anU Hr capabilities Model. this shows the key areas of capability for Hr
    practitioners at anU. reflect on your skills against the capabilities required at your level.
•   consider appropriate Hr development options - also listed in this guide. of course, as part
    of your professional development there are many other areas of expertise you will need to
    develop and each individual should identify their own specific development needs.
•   plan to meet with your supervisor/Manager for a career conversation. you might also like to
    establish a mentoring relationship – you can have valuable career conversations with a mentor.
•   action your career development plans. this might mean reading, study, training, networking,
    getting a mentor, being a mentor, work projects or rotations, and more.
•   reflect upon your career situation on a regular basis to see how you’re tracking, and adjust
    your career development plan accordingly.




                                                                                                     5
    career ManageMent skiLLs
    courtesy of carole Brown, fcdaa, national president – career development association of australia
    Manager – staff development Branch anU


    in order to become more confident about managing your career, the following are three key
    components of career management.

    Discover         your values, skills and preferences
    Connect          to the employment landscape, trends, opportunities for new learning and work
                     and your networks
    Grow             to realise your career goals and aspirations


    Discover…
    gaining insight into your values, interests, skills, knowledge and abilities allows you to better
    describe who you are, what you can do and where you are heading.
    values are core principles that give meaning to your life. it is important for both workplaces
    and individuals to achieve alignment of workplace culture, work activities, environment and
    relationships.
    some common values expressed about work are:

             Challenge                    independence                 people contact               Flexibility

             Belonging                    recognition                  Security                     Status

             Sense of contribution        problem solving              power and authority         Helping others




    skills
    what are you good at? what skills do you enjoy using most and which ones do you want to develop?
    it can be useful to audit your skills: specialist, transferable and self-management skills.
    •     specialist skills include: skills relating to a particular work/industry area (examples are: finance,
          technology, legal, Hr, scientific, medical etc).
    •     transferable skills can be applied across a variety of work contexts or a variety of tasks.
          examples are communication – written and verbal, leadership, negotiation, conflict resolution
          and teamwork.
    •     self-management skills and personal attributes encompass career management skills such
          as self-reliance, confidence, ability to cope with change, drive and goal direction, ability
          to explore, ability to create opportunities, ability to self-promote, openness to new ideas,
          initiative, optimism, pro-activity, enthusiasm and energy, sense of responsibility (to yourself
          and others).




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review your current job fit
take a minute to think about your current role. what are its most and least rewarding aspects?
consider the experiences you have had in the role and what you have learned from them as well as
what you are offering your team and area.
assess the development opportunities your current role has offered as well as potential for the
future. think about how you can now market your work and achievements based on personal
achievements and examine what you might do differently. How congruent is your current position
with your values, interests and skills?


Your professional image
as well as becoming clearer about your own perception of your current career situation, consider
the views and perceptions of those who work in your team and area, and across your broader
networks through the University.
•    How would you like people to feel after they interact with you?
•    think about positive exchanges you’ve had at work recently, what did you do that had a direct
     impact on these exchanges?
•    if you could be a fly on the wall at work, and you overhead a conversation about you, what
     would you like people to be saying about you?
•    do you think people view you as you would like to be viewed? are there areas you might like
     to work on? How might you do this?


Connect…
there are multiple ways to identify work opportunities such as contacts and networks, on-line
job boards, professional associations, recruitment agencies, directories, journals and newspapers.
contacts and networks are highly important to career success in identifying industry trends and
positions – this is especially true as most jobs are not advertised.
     …the most dependable and up-to-date information on jobs and careers is found by talking
     to people…if you want to find out if this new job, career or organisation fits you, you must
     go talk to people actually doing the work that interests you.
     Bolles, 1979

networking is about connecting and engaging with people. it can be done formally or informally
and is vital for effective career management. it is an excellent way to gain information, which will
enable you to identify appropriate opportunities, and to target positions and organisations where
you will be able to grow professionally. also, some of your network contacts can, at times, act as a
mentor to you in an informal (or formal) mentor relationship.




                                                                                                       7
    networking enables you to:
    •    gather information related to your career goals
    •    explore the ‘hidden’ job market
    •    create opportunities by approaching people who need the skills you have to offer
    •    position yourself well within your current position or organisation, so as to be able to avail
         yourself of opportunities as they arise
    •    build larger networks of people to give you a better understanding of the current market and
         future possibilities
    •    prepare better for job interviews
    •    enhance your communication skills
    •    increase your circle of influence, as well as your confidence.


    one way to investigate possibilities is through information interviews – this might involve calling up
    someone who works in an area which interests you and asking for some time with them.
    in this type of interview you might ask:
    •    what do they do in a typical day, week, month, and year?
    •    How did they get into the role?
    •    what is positive about the job and what is negative?
    •    what would they suggest is a good way to prepare for such a role?
    •    who else would they suggest you speak to, to get another perspective on this type of work?
    •    could you use them as a referral with that other person?
    Being proactive in your own development and broadening your experience allows you to develop in
    your job, prepare for new roles and improve your productivity and build your contact base. the best
    and most immediate opportunities for developing are often in your existing role.
    as well as formal education and training, learning and development opportunities exist in many
    different ways for anU staff. (refer to page 18 and 19 of this guide for development options for
    Hr practitioners.)
    you should research and prioritise ideas for further development and include them in your career
    conversation with your supervisor.




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Grow…
     Career Vision...is the ability to see beyond our present reality, to create, to invent what does
     not yet exist, to become what we are not yet. It gives us the capacity to live out of our
     imagination, instead of our memory…More than any other thing vision affects the choices
     we make and the way we spend our time.
     covey et al, 1994


imagine a work-life that provides meaning, purpose and satisfaction for you. what are its key
elements and how will you live it? it is important to spend some time on your career vision, to re-
visit it regularly and to identify the steps and factors that will bring it to life.
career goals provide frameworks for researching possibilities…
in three to five years, where do you want to be in terms of functional role, industry knowledge,
organisational culture, skill acquisition, relationships with significant others, work/life balance,
geographical location, community involvement?

 taking into account what you know about yourself and your preferences, your skills and
 capabilities and your interests, what steps and actions can you take to develop your career?




                                                                                                        9
     tHe HeaLtHy career cHeckList
     the following activity is intended to help you start to reflect upon your current career situation.
     on a scale of one to five, one being ‘needs attention’ and five being ‘very satisfactory ’, indicate how
     ‘healthy’ you think these elements of your career are. tick the appropriate boxes below.
     Later in this guide there are opportunities to identify career development options, however, you
     might like to note some comments for later reference.


                                                 needs                   very
                                                                                        comments
                                                 attention               satisfactory


                                                 1           2   3   4   5


      work in a job that aligns with your
      values and interests


      Build and sustain your networks



     Have regular career conversations with
     your supervisor/staff


     Maintain a comfortable work-life balance



     Update your resume regularly



     Have a mentor/s



     Manage your workload effectively



     focus on improvement and innovation



     approach job interviews with confidence



     foster good relationships with co-workers



     commit to ongoing skills development



     identify alternate employment
     opportunities



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Hr capaBiLity ModeL
developed by the anU Hr capability working group, 2008


in 2008, a working group was formed to identify the capabilities required for Hr practitioners
at anU. they developed a framework that indicates the various levels of Hr and the capabilities
required at those different levels. so what is capability?
      A capability is an underlying characteristic of a person which results in effective or superior
      performance on-the-job. Capabilities can encompass physical, mental and emotional,
      knowledge, aptitudes and behaviours.
      department of defence intelligence, 2005


the following model shows the key areas of capability for Hr staff at anU. they have been grouped
in this model for ease of reference.



                                                  Connecting Hr with anu
                                                   actively aligning Hr policy,
                                                     practices and systems
                                                  Understanding the University
                                                     context and priorities
                                                  preparing people for change




        Delivery of High Quality                                                    thinking Broadly
                 Service                                  Knowledge
                                                        and Credibility              exploring options
           delivering services to
            achieve anU goals                    applying Hr technical expertise
                                                                                   identifying trends and
                                                                                       opportunities
              Measuring and                      demonstrating professionalism
           evaluating outcomes                                                     Undertaking research
                                                    influencing stakeholders        and benchmarking
       seeking solutions and making
              improvements




                                                        relationships
                                                creating and maintaining
                                                       partnerships
                                             seeking to understand the needs
                                                         of others
                                                coaching, developing and
                                                    mentoring others




                                                                                                            11
     the following three-tier model is part of our Hr capability framework. it identifies three broad
     levels of capability that relate specifically to levels and roles within Hr at anU.


     depending on which ‘tier’ your current role sits within, the level of expertise and the capabilities
     required of you, differ.



        tier/Classification              Staff                                   Key responsibilities


      tier 1: entry/administrative   •     department administration         •     implements Hr policies and
                                           officers                                procedures
      anU classifications 3/4/5      •     Hr officers                       •     carries out day-to-day Hr
      ‘the engine room – those                                                     operations
      who get things done on a                                               •     Utilises Hr systems
      daily basis’

      tier 2: Consulting/managers    •     Hr consultants                    •     puts Hr policies and strategies
                                     •     senior Hr consultants                   in place
      anU classifications 6/7/8                                              •     provides Hr technical and subject
                                     •     Managers of Hr functions
      ‘those who work with others                                                  matter or managerial expertise
                                     •     Hr Managers in small centres or
      to help them achieve their           schools
      outcomes’

      tier 3: managers/Directors     •     Hr associate directors            •     contributes to Hr and
                                     •     Hr Managers                             organisational direction,
      anU classifications sM1 and                                                  boundaries, policies and
      sM2 (and above)                •     general Managers (college)              strategies
      ‘those who work on complex                                             •     develops and implements Hr
      Hr solutions and develop                                                     policies, procedures, products,
      future policy and practice’                                                  processes and systems




     identifying your capabilities
     the following pages provide a more comprehensive view of the capabilities required at each tier.
     it might be helpful to review the capabilities for your tier and indicate your current skills and
     strengths, and areas for development.




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capabilities at Tiers 1, 2 & 3
review the capabilities for your tier and indicate your current skills and strengths, and areas for development

  tier 1: entry/administrative - anu Classifications 3/4/5                               Current   requires
  The engine room – those who get things done on a daily basis                           Skills    Development


  thinking Broadly
  •   identifying processes that inhibit or slow down effective service delivery
  •   researching potential ways of improving processes, and developing and
      implementing solutions
  •   Understanding the University’s broader tertiary environment

                                                                                     .
  influencing Stakeholders
  •   Understanding who makes decisions about how work is done
  •   developing an understanding of different decision-making styles
  •   communicating professionally for positive outcomes
  •   planning and tailoring my communication for different audiences
  •   contributing constructively to decision-making

  utilising technical Hr expertise
  •   Building my Hr knowledge through education and on-the-job training
  •   keeping up to date with new practices and processes through reading,
      researching and attending appropriate events
  •   seeking and utilising a mentor or coach

                                                                                     .
  aligning policy, practices and systems to anu priorities
  •   identifying processes, practices or elements of systems that inhibit my
      effectiveness at work
  •   proposing practical improvements – ways to improve work processes
  •   reading and interpreting policies and procedures, and seeking appropriate
      advice when required

  actively delivering our services and enabling the achievement of the
  university’s goals
  •   Understanding what is required of me in my role, my team and the college/
      division i work in
  •   organising my work so that i can meet agreed deadlines/quality measures
  •   responding to interruptions or unplanned activities in a professional manner

  Facilitating cultural change
  •   delivering customer-focused, high quality and timely services
  •   developing an understanding of the culture within which i work

  Working in partnerships
  •   seeking to understand the needs of others and demonstrating patience in my
      interactions
  •   delivering services in a consistently professional manner to build good
      relationships
  •   Understanding my team dynamics and contributing to positive team spirit
  •   Building professional relationships with my team members to ensure we
      collectively achieve what we are accountable for



                                                                                                                  13
     tier 2: Consulting/managers - anu Classifications 6/7/8                                   Current   requires
     Those who work with others to help them achieve their outcomes                            Skills    Development


     thinking Broadly
     •   solving problems, assessing the impact of actions and applying appropriate risk
         management strategies
     •   Understanding the functional operating context and key priorities for my area
     •   Questioning how work is currently done in immediate surrounds and across
         functions to propose new and innovative ways to improve service delivery
     •   Undertaking research, benchmarking and investigation to develop practical
         strategies to ensure the anU meets its objectives

                                                                                           .
     influencing stakeholders
     •   Understanding the key stakeholders in my broader functional area and the
         relationships they have with others (including decision makers)
     •   Using the output of my research activities to develop practical and realistic
         options for stakeholder consideration and further development
     •   communicating in a persuasive manner without being emotional or aggressive

     utilising technical Hr expertise
     •   Making the time to reflect on my technical expertise and creating opportunities
         to further build and enhance my knowledge and skills
     •   expanding my professional networks to access higher level expertise from
         within the Hr community

     aligning policy, practices and systems to anu priorities
     •   Understanding the higher-level priorities within the University
     •   effectively implementing approaches most appropriate to my functional or
         college/facility area(s) of responsibility


     actively delivering our services and enabling the achievement of the
     university’s goals
     •   Understanding what is required of me in my broader functional context and
         what i need to be focusing on in the short and medium term
     •   developing a planned approach to my contribution and implementing that plan
     •   Understanding of common areas of interest and or/services being provided by
         various areas within the Hr community – using this understanding to create
         synergies and avoid duplication

     Facilitating cultural change
     •   Understanding the cultural gaps that need to be closed
     •   Understanding the more desirable cultural elements and ensuring these are
         demonstrated at every opportunity
     •   ensuring that practices, processes and systems within my functional area are
         encouraging and enabling the more desirable culture

     Working in partnerships
     •   Having a clear planned approach for developing and maintaining partnerships
         so that their needs are identified and outcomes achieved
     •   developing my coaching capability to develop team members and other staff,
         sharing my expertise




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tier 2: Consulting/managers - anu Classifications 6/7/8                            Current   requires
Those who work with others to help them achieve their outcomes                     Skills    Development


Hr leadership (for those in supervision/ management roles)
•   connecting staff to the goals and objectives of the organisation and the
    college/division, assisting them to understand their role through developing
    clear performance expectations and conducting assessments in accordance with
    relevant policy
•   ensuring that mentoring, career development and succession planning occurs,
    as well as participating in effective career conversations with staff
•   Modeling professional conduct, including understanding and observing my
    equal employment opportunity and oHs responsibilities




                                                                                                           15
     tier 3: managers/Directors - anu Classifications Sm1 & Sm2                                Current   requires
     Those who work on complex HR solutions and develop future policy and practice             Skills    Development


     thinking Broadly
     •   Understanding the high-level priorities and objectives for anU and the broader
         education and research environment, and communicating those to team/staff
     •   identifying and articulating trends and opportunities available and then
         influence key stakeholders to implement more effective programs/ approaches

                                                                                           .
     influencing stakeholders
     •   Understanding the key stakeholders across anU, their particular priorities
         and needs
     •   Understanding stakeholders’ personal styles for how information
         is communicated
     •   developing sound and persuasive evidence-based arguments for new or
         improved approaches to people management
     •   identifying influential allies who can assist in influencing, educating and
         priming others and managing the relationships with these allies


     utilising technical Hr expertise
     •   consistently assessing my own level of technical expertise and creating
         opportunities to further build and enhance my knowledge and skills
     •   identifying and assessing technical Hr expertise within my areas
         of responsibility
     •   developing formal and informal approaches to build, maintain and
         enhance capability
     •   actively engaging in networks and forums so that external expertise can be
         readily identified and sourced when necessary


     aligning policy, practices and systems to anu priorities
     •   developing policy, practices and systems that enable the achievement of the
         University’s goals and objectives
     •   ensuring effective understanding and integration across people management
         practices at anU
     •   sharing information with the Hr community and colleges/faculties, providing
         information about progress and ‘selling’ your successes


     actively delivering our services and enabling the achievement of the
     university’s goals
     •   Understanding higher level goals of anU and ensuring that the required services
         are being delivered effectively
     •   actively driving interventions where necessary – measuring, evaluating and
         being accountable for the functional outcomes
     •   Marketing and communicating progress and success within the broader anU
         community, through external networks and forums




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tier 3: managers/Directors - anu Classifications Sm1 & Sm2                              Current   requires
Those who work on complex HR solutions and develop future policy and practice           Skills    Development


Facilitating cultural change
•   facilitating the identification of the desired culture
•   developing change management frameworks and implementing those
    frameworks to empower people to think and act differently
•   Understanding the more desirable cultural elements and ensuring i demonstrate
    them at every opportunity
•   ensuring that practices, processes and systems are contributing to the more
    desirable culture across the anU people management function


Working in partnerships
•   establishing and maintaining high-quality long-term partnerships with senior
    staff in the University
•   developing my coaching capability to develop team members and other staff,
    sharing your expertise
•   provide mentoring to less-experienced staff within the Hr community – or
    within the broader anU community
•   setting a strong professional example for others to follow in their working style


Hr leadership (for those in supervision/ management roles)
•   connecting staff to the goals and objectives of the organisation and the
    college/division, assisting them to understand their role through developing
    clear performance expectations and conducting assessments in accordance with
    relevant policy
•   ensuring that mentoring, career development and succession planning occurs,
    as well as participating in effective career conversations with staff
•   communicating key information and changes to the work area in a timely and
    effective manner
•   Modeling professional conduct, including understanding and observing my
    equal employment opportunity and oHs responsibilities




                                                                                                                17
     development options
     at each stage in your career, particular skills, knowledge and experience should be developed in
     relation to your current role. of course, this should be combined with development opportunities
     that align with your career goals and ambitions. Here are some of the suggested areas of
     development at tier 1, 2, and 3. it is strongly encouraged that all Hr staff at anU work towards a
     formal qualification. (More information on qualifications – see appendix 2)


                                                                                       Development
                      Development                      Development
                                                                                       – management &
                      – individual level               – team level
                                                                                       leadership level

      tier 1        developing Hr foundation          Understanding team’s context,   Building professional
                    knowledge and skills              purpose and direction           relationships with team and
      anU                                                                             clients
      3/4/5                                                                           Managing self for successful
                                                                                      outcomes

      tier 2        developing specialist/technical   Linking with others and         developing supervisory skills
                    Hr knowledge                      building relationships for      and building partnerships with
      anU                                             successful outcomes             colleagues and clients.
      6/7/8



      tier 3        enhancing specialist/technical    setting strategic directions,   developing leadership
                    knowledge                         communicating context and       expertise, building
      anU                                             direction to others             relationships across the
      sM1 & sM2                                                                       organisation, and developing
                                                                                      and mentoring others




18
                                                                                 other Development
             Formal Study/learning               Work-Based learning
                                                                                 activities


tier 1      aHri foundations or diploma      •    Mentoring                  •    attend Hr related events
            program                          •    shadowing                       – conferences, seminars,
anU         certificate iv – Human                                                and lectures
3/4/5                                        •    coaching
            resources (tafe)                                                 •    Join professional
                                             •    role extension                  association (aHri)
            Undergraduate study
                                             •    Job rotation               •    reading and researching
            professional short courses
                                             •    participating in team      •    online learning
                                                  meetings
                                             •    networking with Hr and
                                                  other colleagues



tier 2      aHri diploma program             •    Mentoring                  •    attend Hr related events
            Undergraduate studies            •    coaching                   •    Join and participate in
anU         associate degree, Bachelor                                            professional association/s
6/7/8                                        •    role extension
            in Hr/Business with specialist                                        (aHri and other specialist
            area                             •    Job rotation
                                                                             •    attend conferences,
            graduate studies                 •    networking                      seminars, public lectures
            grad cert, grad dip, Masters     •    committee representation        and events
            and/or specialist Hr subject     •    project work               •    external forums and
            development.                                                          representation
            anU scholarships                                                 •    reading and researching
            professional short courses                                       •    online learning


tier 3      graduate studies                 •    providing mentoring        •    attendance/
            grad dip, Masters, phd           •    providing coaching              representation at
anU                                                                               Hr events
sM1 & sM2   post graduate scholarships       •    providing access to and
            at anU professional                   support for development    •    attendance/
            short courses                         of team members.                representation at external
                                                                                  forums
                                                                             •    attendance/presentation
                                                                                  at conferences, lectures,
                                                                                  seminars and external
                                                                                  forums, reading
                                                                                  and research




                                                                                                               19
     Planning for your career development

      Having now reviewed … career management skills, the Hr capabilities model, and some development options;
      and reflecting on your current situation ….
      what are the new skills, knowledge and experiences you would like to acquire?
      what are your existing skills and strengths you would like to build upon?

      ideas for my short term development




      ideas for my longer term development




20
21
     career conversations
     career conversations are a vital part of actively managing your career.
     preparing for a career conversation can help you to get more out of these discussions. once you’ve
     reflected on your current career situation, your goals and ambitions, and development options, let
     your supervisor know that you’d like to talk with them. if you are a supervisor, you have a key role
     to play in providing opportunities for career conversations for your staff, and actively supporting
     career development.
     whilst this discussion may take place during a formal performance meeting, these conversations
     have a very different focus from an appraisal/review of performance, and as such they should be
     approached differently. successful career conversations work best with an ‘appreciative inquiry’
     approach. this means looking at what is working and building upon that - focusing on positives,
     strengths, motivation and enthusiasm (rather than just focusing on faults and weakness) - giving a
     person a chance to bring real success to their work (avery, 2009).
     note: career conversations can and should occur informally, you don’t need to wait for a formal
     performance review.


     managers/supervisors
     in order to assist you to have productive career conversations with your staff, we have included
     some questions that should help you in your discussion.
     you might also like to think about your responses to these questions, if asked them by your
     supervisor. the questions are listed on the following page.


     career conversations with mentors
     Mentoring is an extremely positive way to receive guidance and support with regard to your career.
     if you already have a mentor, you may already have career conversations. if you do not have a
     mentor, perhaps you could consider this option as part of your career development. additionally, you
     might like to consider becoming a mentor to support a colleague in their career journey.




22
career conversation starters
Here are some suggested questions to help you have a productive career conversation with
your staff.
if you are preparing for a conversation with your supervisor, you might like to review these
questions and consider how you would respond.

identifying personal choices and preferences
•    tell me about what you enjoy most in your current role.
•    what is most important to you in your work?
•    tell me about the achievements that mean the most to you.
•    why did you choose this area of work?
•    what is the next major challenge you would like to take up?
Skills and knowledge
•    what do you think you have done really well over the past few months/year?
•    what skills have you developed and what new knowledge attained over this period?
•    what do you see as your strongest areas of capability?
•    How would you describe your strengths as a project/team member or manager?
•    what additional skills and knowledge would assist you to meet the expectations of your role?
•    what strategies do you implement to manage the competing priorities of your role?
•    How flexible, open and receptive to new ideas, approaches and changing priorities are you?
influencing others
•    in what ways do you build working relationships to share knowledge, solve problems and
     support others?
•    Have you had any feedback from others on the things you do well or could do better?
•    How do you let others know about what you are achieving?
•    How do you promote your need for resources?
•    How do you find out about relationships that anU has that may assist you?
Career goals
•    which areas would you like to develop in and why?
•    what goals do you have for your future?
•    what are you doing now or need to do in order to achieve these goals?
•    How can i help you?




                                                                                                    23
     a final message…
     now that now you’ve reflected on your career and development, we hope you are ready to act, to
     think creatively, to get the development, opportunities and support that will allow you to thrive.
     we encourage you to participate in a career conversation with your supervisor/manager (and your
     mentor), about your work, career goals and development needs.
     whatever it is you need to do for yourself, we encourage you to take charge and confidently
     navigate your career in the direction you desire!

          Twenty years from now you will be more disappointed by the things
          that you didn’t do than by the ones you did.
          So throw off the bowlines. Sail away from the safe harbor.
          Catch the trade winds in your sails.
          Explore. Dream. Discover.
          Mark twain




24
appendix 1: Mentoring
Mentoring can play an important role in an individual’s career development through the sharing of experience
and expertise.
there are many types of mentoring relationships and their success depends upon the ability to recognise and
respect each other’s strengths and differences, clarify expectations and roles, establish clear goals and manage
the mentoring process to ensure effective meetings take place.


the benefits of mentoring
Mentoring offers a range of benefits for anU and its employees including:
•     development of a broader professional network
•     support and guidance from an experienced colleague
•     feeling more connected within the organisation
•     better integration into the anU community when new to the organisation
•     improved communication across the organisation and building a greater sense of community
•     support for succession planning
•     retention of talent and the development of future anU leaders
•     enhanced career development and acquisition of knowledge and skills
•     fostering a diverse workplace.


types of mentoring
there are a range of types of mentoring including:
•     informal - conversations that happen by chance or by arrangement
•     formal - relationships in a structured program
•     peer mentoring - two colleagues mentoring each other
•     group mentoring - one mentor meets with several mentees
•     Mentoring round-tables - peers interact in a group mentoring conversation.


getting started - finding a mentor at anU
while anU offers formal mentoring programs, many mentoring relationships are initiated on an individual basis.
identifying and approaching an appropriate mentor can be daunting - the following tips will help to get
you started
1.    Begin by identifying what your development needs are and your objectives for a mentoring relationship. what
      are you seeking to learn? what skills do you need to develop? what contacts and networks will assist you?
2.    consider also the qualities you are looking for in a mentor - in broad terms that person will need to be able
      to offer you time, probably share a common value system, and have specific knowledge or skills that you
      want to learn. Many people find that a mentor that is outside of their immediate discipline or work area
      to be desirable as they introduce different ways of looking at problems and offer new perspectives and
      contacts. age and/or experience may also be a factor.

                                                                                                                      25
     3.    take into account the people you know at anU, seek advice and suggestions from colleagues and search the
           anU web for potential mentors. is there a particular individual who you admire and respect? someone who
           has always impressed you with their insight and perceptiveness? it may be someone in your own college or
           division or outside of it, someone with specialised knowledge or someone who has an extensive amount of
           experience.
     4.    approach that individual and ask if they would consider being your mentor. depending on the individual,
           and your current relationship, your proposal will vary in the amount of detail and how it is delivered. at the
           very least, let them know what why you selected them and what you hope to learn from the association. if
           appropriate for the specific individual, you can also discuss amounts of time to be committed and what you
           will contribute.
     5.    don’t put it off. what can you lose? even if they decline to be your mentor, they will be flattered that
           you asked.
     6.    remember that mentors have particular knowledge base and skills sets and that it is may be desirable to
           have several mentors over a period of time to bounce ideas off and to learn from
     this information, and further guidelines for Mentors and Mentees, is available online at: http://info.anu.edu.au/
     hr/training_and_development/mentoring-at-anu



     the australian Human resource institute Mentoring program
     the australian Human resource institute (aHri) offers a Mentoring program specifically for individuals in
     Hr roles, or with an Hr qualification.
     you can find information about this program at the aHri website (www.ahri.com.au) under the area called
     ‘centre of excellence’.




26
appendix 2: forMaL QUaLifications
By way of information for Hr staff considering formal study, the following information is sourced from:
the australian Qualifications framework website: www.aqf.edu.au
the australian Qualifications framework (commonly known as the aQf) is a unified system of national
qualifications in schools, vocational education and training (tafes and private providers) and the higher
education sector (mainly universities).
Qualifications certify the knowledge and skills a person has achieved through study, training, ‘work and life
experience’. they are a measure of our ‘intellectual capital’ and increasingly important in a society where
unskilled jobs have disappeared and continuous upskilling is required in all forms of work and in day-to-day life.
australian Qualifications in this framework are:
•     senior secondary certificate of education
•     certificate i, certificate ii, certificate iii and certificate iv
•     diploma, advanced diploma
•     associate degree
•     Bachelor degree
•     vocational graduate certificate
•     vocational graduate diploma
•     graduate certificate
•     graduate diploma
•     Masters degree
•     doctoral degree




                                                                                                                     27
     the following table displays the various qualifications, and the sector responsible for their accreditation
     (australian Qualifications framework council).


     aQF Qualification by Sector of accreditation

                                            vocational education
        Schools Sector                                                             Higher education Sector
                                            and training Sector
        accreditation                                                              accreditation
                                            accreditation

                                                                                 doctoral degree
                                                                                 Masters degree
                                          vocational graduate diploma            graduate diploma
                                          vocational graduate certificate        graduate certificate
                                                                                 Bachelor degree
                                          advanced diploma                       associate degree, advanced diploma
                                          diploma                                diploma
       Senior Secondary Certificate       certificate iv
       of education
                                          certificate iii
                                          certificate ii
                                          certificate i




     scholarships at anU
     anU offers both undergraduate and postgraduate scholarships to staff.
     for more information, go to: www.anu.edu.au/sas/admission/sds/index.php


     staff development policy & study leave
     the anU staff development policy states that: ‘the australian national University (anU) is committed to
     providing support to staff in acquiring and enhancing skills and knowledge to enable them to contribute towards
     the fulfilment of the University’s mission and strategic goals. this includes support for development to meet
     mandatory programs to achieve accreditation when required. in order to undertake study, staff may apply for
     study leave.
     further information is detailed in the staff development policy and the study Leave procedure.
     http://policies.anu.edu.au/policies/staff_development/policy
     http://policies.anu.edu.au/procedures/study_leave_for_general_staff/procedure
     staff may also be interested in the career development Leave scheme – details available online at:
     http://policies.anu.edu.au/procedures/career_development_leave_program/procedure




28
appendix 3: deveLopMent resoUrces
a vast range of development options are available at anU and externally. some of these are listed below for
your reference. for more tailored assistance and advice, please contact the staff development Branch:
staffdev@anu.edu.au



  Websites
  www.ahri.com.au
  www.hrdaily.com.au
  www.hrleadershipcouncil.com
  www.aim.com.au


  professional networks – see appendix 4

  training programs at anu
  there are a range of training providers across campus. for a comprehensive list, go to:
  http://training.anu.edu.au/providers.asp

  online learning
  pulse is the University’s online Learning system. all staff and students have access.
  http://info.anu.edu.au/hr/training_and_development/pulse-online-learning-system

  external training programs
      •    aHri offer a range of professional short courses across a variety of Hr and related topics.
           www.ahri.com.au
      •    aiM offers a range of professional courses across a variety of management and Hr topics.
           www.aim.com.au
      •    australian public service commission – Hr capability development programs (foundation
           and extension).
           www.apsc.gov.au/Hrcdp/
      •    the LH Martin institute for Higher education Leadership and Management
           www.mihelm.unimelb.edu.au


  mentoring
      •    at anU see http://info.anu.edu.au/hr/training_and_development/mentoring-at-anu
      •    aHri Mentoring program for Hr practitioners see www.ahri.com.au

  Hr information sharing
  a series of professional information sharing and networking for Hr practitioners at anU.
  session dates are listed on the staff development calendar.
  http://info.anu.edu.au/hr/training_and_development




                                                                                                              29
     appendix 4: professionaL associations
     as part of your career development plan, you may consider joining a professional association or network. Many
     of these groups offer a range of professional education and development, networking, conferences and other
     activities that may assist your personal and professional development. Listed below are some of the associations
     that may be of interest to Hr and oHs practitioners.


       the australian Human resources institute is the peak professional body for Hr practitioners in australia.
       anU is a corporate member and discounted rates apply. (please refer to aine dowling x52385 for details
       about the University’s membership).
       www.ahri.com.au

       the purpose of the australian institute of management (aim) is the advancement of education and
       learning in the field of management and leadership for commerce, industry and government. aiM has
       offices throughout australia and in canberra.
       www.aim.com.au

       the australian tertiary education managers association is the professional body in australasia for tertiary
       education administrators and managers.
       www.atem.org.au

       other associations
       australian association of occupational therapists        career development association of australia
       www.otnsw.com.au/index.php                               www.cdaa.org.au

       australian institute of environmental Health             ergonomics society of australia
       www.aieh.org.au                                          www.ergonomics.org.au

       australian institute of risk Management                  institute of public administration australia
       www.rmia.org.au                                          www.nsw.ipaa.org.au

       australian institute of occupational Hygienists          recruitment and consulting services association
       www.aioh.org.au                                          www.rcsa.com.au

       australian institute of training and development         safety institute of australia
       www.aitd.com.au                                          www.sia.org.au




30
references

the australian national University Hr capability working group, 2008. HR Capability Framework and Model.
anU, canberra, australia.

australian public service commission, 2003. Human Resources Capability Model. commonwealth of australia.
[online], available at: www.apsc.gov.au/publications01/hrmodel.htm [accessed July 2009].

avery, kaye., 2008. Having Career Conversations. [online], available at: www.career-coach.co.nz/articles/career_
conversations.pdf [accessed July 2009].

Bolles, richard. n., 1979. What Colour is Your Parachute, ten speed press, Berkeley, california.

Brown, carole., 2009. Focus on your Career: Career Management Guide for staff at ANU. anU, canberra.

covey, stephen. r., Merrill, roger. a., and Merrill, rebecca. r., 1994. First Things First: to live, to love, to learn, to
leave a legacy. first edition, free press, new york.

department of defence intelligence, 2005. People Capability Framework. defence signals directorate,
commonwealth of australia.


  noteS




                                                                                                                             31
                                               Mo_0910017




                 Human resources division
                    Building 10a, chancelry
          the australian national University
                         act 0200 australia
                           t: 02 6125 3346

     http://info.anu.edu.au/hr
32

								
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