Career Development

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					Career
Development
Edwin Boyce
Objective & Scope

   Objective
       Present you with a view of career
        development and management
   Scope
       Review meaning of career
       Review meaning of success
       Career management
       Specialist vs Generalist
       Career development
Complete The Statement
   He / she had a successful career as a / an

        •   Stockbroker
        •   Doctor
        •   Engineer
        •   Teacher
        •   Pilot
        •   Athlete
        •   Property Developer
        •   Real Estate Agent
        •   Merchant Banker
        •   University Lecturer
      But What About These?

 She had a successful career as a checkout
  operator.
 He had a successful career as a taxi driver

 She had a successful career as a petrol pump
  attendant.
 He had a successful career as a call centre
  operator.
 And These?

• He had a successful career as a golf caddy.

• She had a successful career as a nun.

• He had a successful career as a priest.

• He had a successful career as a hotel doorman.
The Way It Was

   Enter a career in a particular field

   Join a particular company

   Stay for a number of years

   Work way up through the organisation
The Way It Became

   Organisations became flat

   Restructuring and retrenchment

   Told we’d have 5 or 6 careers

   Redundancy became a career move!!!
    Career Definition


   A sequence of work
    related activities and
    experience that
    spans a persons
    lifetime.
Boundaryless Career

   Only one career
   Work for only the “You Company”
   Work with, not for an organisation
   Mutually beneficial
     Knowledge
     Skills
     Attitude
     Experience
   Proactively steering our careers
Success

   Personal event
   What we want it to be, not what others
    want it to be
   Feeling of satisfaction
Career Ladder

   Right ladder

   Right wall
Career Management

   The continuing process of setting
    career goals, formulating and
    implementing strategies for reaching
    them, and monitoring the results.
   Starts with personal goal setting.
Henry Ford

   Whether you think you can or whether
    you think you can’t you’re probably
    right
       45 Year Plan


Start Work                         Retire
  Age 20                           Age 65

 1     2     3   4    5    6   7   8   9


                 Mile Stones
Specialist vs Generalist

   Influenced by career goals
   Both valuable to a company
   Both must be developed
   Different rewards
   Different career paths
   Flat structure may limit the generalist
    Career Definition


   A sequence of work
    related activities and
    experience that
    spans a persons
    lifetime.
            Career Development –
            Company View
   Negative                          Positive

       Why should they                   Business strategy

       Nothing to be gained              Builds loyalty

       Costly in time and money          Supportive environment

       Person will leave                 Controls turn-over
Career Development
Considerations
   Day to day skills and knowledge

   Identify desired competence

   Identify person’s level of competence

   Identify gap between person and job

   Put in place measures to reduce the gap
Career Development
Framework
   Leadership track
      Definitions of each leadership zone
      Success profiles and business knowledge required at
       each level
      Links to learning agility, developmental difficulty,
       career stallers and stoppers

   Career map
      Leadership zones overlaid with functional / business
       unit tracks, typical job clusters and possible routes
      Career development principles.
           Leadership Zones
   Thought Leadership
       Managing self, Managing the process

   People Leadership
       Managing people, Managing the business
                                           Manager of Business

                               Manager of Managers

                       Manager of Others

             Manager of Self
                        Leadership Success Profiles
                                                                                                   Building Effective Teams
                                                                                                   Conflict Management
                                                                                                   Dealing with Ambiguity
                                                              Building Effective Teams             Developing Direct Reports & Others
                                                              Conflict Management                  Managerial Courage
                                Conflict Management                                                Personal Learning
                                                              Dealing with Ambiguity
                                Confronting Direct Resorts                                         Political Savvy (Advocacy)
                                                              Developing Direct Reports & Others
                                Dealing with Ambiguity                                             Strategic Agility
                                                              Managerial Courage
                                Developing Direct Reports
                                                              Managing Through Systems
                                and Others                                                         MANAGER OF BUSINESS
Conflict Management                                           Negotiating
                                Managerial Courage
Dealing with Ambiguity                                        Organisational Agility
                                Sizing Up People                                                   Business Acumen
Interpersonal Savvy                                           Sizing Up People
                                Creativity                                                         Creativity
Managerial Courage
                                Motivating Others             MANAGER OF MANAGERS                  Managing Vision and Purpose
Negotiating
                                Process Management                                                 Motivating Others
Organisational Agility
                                Self Management               Strategic Agility                    Perspective
Creativity
                                                              Creativity                           Self Knowledge
Learning on the Fly
                                MANAGER OF OTHERS             Motivating Others                    Customer Focus
Self Knowledge
                                                              Problem Solving                      Decision quality
Action Oriented
                                Continuous Improvement        Process Management                   Drive for Results
Continuous Improvement
                                Customer Focus                Self Knowledge                       Integrity & Trust
MANAGER OF SELF                 Directing Others              Continuous Improvement               Intellectual Horsepower
                                Drive for Results             Customer Focus                       Peer Relationships
Customer Focus                  Informing                     Delegation                           Perseverance
Drive for Results               Integrity & Trust             Drive for Results                    Timely Decision Making
Functional / Technical Skills   Managing and Measuring Work   Informing
Informing                       Organising                    Integrity & Trust
Integrity & Trust               Peer Relationships            Peer Relationships
Peer Relationships              Planning                      Priority Setting
Perseverance                    Priority Setting
Planning
Priority Setting
Problem Solving
Competency

 Skill and ability
 Motivation

 Context in which to perform
                     Competency Development
                                                                                            Building Effective Teams
                  Conflict Management                                                       Conflict Management
                                                                                            Dealing with Ambiguity
                  Confronting Direct ResortsManagement    Building Effective Teams
                                                          Conflict
                                                                                            Developing Direct Reports & Others
                                                                                            Managerial Courage
                              Conflict Management                                           Personal Learning
                                 with Ambiguity
                                            Ambiguity Dealing withDirect Reports & Others
                  DealingConfronting Direct Resorts
                              Dealing with
                                                          Developing
                                                                        Ambiguity
                                                                                            Political Savvy (Advocacy)
                                                          Managerial Courage                Strategic Agility
                  Developing Direct Reports Through Systems
Conflict Management
                              Developing Direct Reports
                               and Others
                                                          Managing
                                                          Negotiating                       MANAGER OF BUSINESS
                              Managerial Courage
Interpersonal Savvy
                   and OthersPeople
Dealing with Ambiguity
                              Sizing Up
                                                          Organisational Agility
                                                          Sizing Up People                  Business Acumen
                              Creativity                                                    Creativity
Managerial Courage
Negotiating       ManagerialManagement    Courage MANAGER OF MANAGERS
                              Motivating Others
                              Process
                                                                                            Managing Vision and Purpose
                                                                                            Motivating Others
Organisational Agility
                                                          Strategic Agility
Creativity        Sizing Up People
Learning on the Fly
                              Self Management
                                                          Creativity
                                                                                            Perspective
                                                                                            Self Knowledge
                              MANAGER OF OTHERS           Motivating Others                 Customer Focus
Action Oriented Creativity
Self Knowledge
                                                          Problem Solving                   Decision quality
                              Continuous Improvement      Process Management                Drive for Results
Continuous Improvement

MANAGER OF SELF
                  Motivating Others
                              Customer Focus
                              Directing Others
                                                          Self Knowledge
                                                          Continuous Improvement
                                                                                            Integrity & Trust
                                                                                            Intellectual Horsepower
                              Drive for Results           Customer Focus                    Peer Relationships
Customer Focus Process Management Delegation
                              Informing                                                     Perseverance
Drive for Results             Integrity & Trust           Drive for Results                 Timely Decision Making
                  Self Management
Functional / Technical Skills
Informing
                              Managing and Measuring Work
                              Organising
                                                          Informing
                                                          Integrity & Trust
Integrity & Trust           Peer Relationships             Peer Relationships
Peer Relationships          Planning                       Priority Setting
Perseverance                Priority Setting
Planning
Priority Setting
Problem Solving
  Competency Development
                            Provides challenging and
                            stretching tasks and
                            assignments; holds
                            frequent development
                            discussions; is aware of
Developing Direct Reports   each person’s career gaol;
                            constructs compelling
and Others                  development plans and
                            executes them; pushes
                            people to accept
                            development moves; will
                            take on those who need
  When Used Effectively     help and further
                            development; cooperates
                            with the developmental
                            systems in the
                            organisation; is a people
                            builder.
  Competency Development
                            May concentrate on the
                            development of a few at the
                            expense of many; may
                            create work inequities as
                            challenging assignments
Developing Direct Reports   are parcelled out; may be
                            overly optimistic about how
and Others                  much people can grow;
                            may endorse the latest
                            development fad within the
                            organisation and cooperate
                            with the system even when
     When Overused          it doesn’t make sense for
                            an individual
  Competency Development
                            Not a people developer or
                            builder; very results driven and
                            tactical; no time for long-term
                            development; doesn’t see long-
                            term development as his/her
                            job; plays it safe- can bring
Developing Direct Reports   him/herself to assign really
                            stretching (risky) work; thinks
and Others                  development is going to
                            course-doesn’t know how to
                            development really happens;
                            may not know the aspirations
                            of people, may not hold career
                            discussions or provide
     When Unskilled         coaching, may not push people
                            to take their development
                            seriously; may prefer to select
                            for talent rather than develop it;
                            doesn’t support or cooperate
                            with developmental system in
                            the organisation.
                Career Stallers & Stoppers
Manager of Self        Manager of Others          Manager of Managers        Manager of Managers


Performance Problems   Poor Administrator         Poor Administrator         Unable to Adapt to Differences

Arrogant                                          Betrayal of Trust          Poor Administrator
                       Betrayal of Trust

                                                  Blocked Personal Learner   Blocked Personal Learner
                       Blocked Personal Learner
                                                                             Defensiveness
                       Defensiveness              Defensiveness
                                                                             Lacks of Ethics & Values
                       Lacks of Ethics & Values   Lacks of Ethics & Values
                                                                             Failure to Staff Effectively
                       Insensitive to Others      Failure to Build Team
                                                                             Key Skill Deficiencies
                       Key Skill Deficiencies     Insensitive to Others
                                                                             Non-strategic

                       Lack of Composure          Key Skill Deficiencies     Overdependence in a Single Skill
                                                  Political Missteps         Performance Problems

                                                  Lack of Composure          Political Missteps
Performance Management &
Development Systems
   Relationships       Components
     Expectations        Appraisal
     Delivery            Review
     Monitoring          Leadership
     Reviewing
The Astronaut View
                                 Skills
                              Required By
                               Astronaut


   Skills
Required By
 Employer




              Common Ground
     The “S” Curve View
                                Expert


                  Expert


         Expert        Novice
                                  Make
            Novice                 The
                                  Move!!!
Novice
    Summary

 Your career is in your hands
 You must manage it

 Set short, medium and long term goals

 Determine what success means to you

 Seek goal satisfying positions

 Look for mutually beneficial opportunities

 Move when you have to