Career Management
Content
Career Management
Anuraag Awasthi
Agenda
- Career Management: Traditional Career vs. Protean Career, Models of Career Development - Challenges in Career Management: Onboarding, Dual Career Paths, Plateauing, and Managing Career Breaks, Future Aspects of T& D.
Career Management
Lifelong, self-monitored process of career planning that involves choosing and setting personal goals, and formulating strategies for achieving them.
Career Management
Traditional Career vs. Protean Career
CAREER DEVELOPMENT
WHAT IS A CAREER?
A career is a person’s chosen profession
or occupation. The general course or progression of your working life or your professional achievement. A career may include several jobs.
The Career Development Process
The career development process involves four basic steps: 1. Self -awareness and assessment 2. Career awareness and exploration 3. Career decision-making 4. Career planning and placement
The Career Development Process
Working with your career development counselor and following the process explained here may be the key to a successful career. Note: This process occurs in a cycle, so don’t be surprised if you go through it several times during your lifetime!
The Career Development Cycle
Self Awareness & Assessment
The Career Development Cycle
Career Decision Making
SELF-AWARENESS AND ASSESSMENT
Self Awareness & Assessment
The Career Development Cycle
SELF-AWARENESS AND ASSESSMENT
This first step is Interests
Abilities and skills
very important, it allows you to become aware, clarify and assess your :
Aptitudes Values Priorities Aspirations Personality
CAREER AWARENESS AND EXPLORATION
Self Awareness & Assessment
The Career Development Cycle
CAREER AWARENESS AND EXPLORATION
In this step you have a chance to become aware of
and assess: Occupational requirements Employment trends Community, family, leisure, and volunteer issues and needs Developments in current work environment Developments outside current work Global issues and implications
Career Awareness and Exploration Tools and Activities
Becoming aware of the possibilities “out there” is essential in this step. To do so you may: Read newspapers and magazines Keep up with news via radio, TV, and internet Use Career Services and other internet resources Utilize Occupational Outlook Handbook Talk with experts in the field Ask questions
CAREER DECISION MAKING
Self Awareness & Assessment
The Career Development Cycle
Career Decision Making
MAKING CAREER DECISIONS
This is the step when you pull together the information you have gathered and you: Establish goals (career and educational) Make plans to attain those goals Implement plans step-by-step Evaluate goals and progress continuously Adjust as you and/or situations change Continue to evaluate and re-prioritize
CAREER PLANNING AND PLACEMENT
Self Awareness & Assessment
The Career Development Cycle
Career Decision Making
CAREER PLANNING AND PLACEMENT
This part of the process comes after you have developed the skills necessary to pursue your career. At this time you need to: Develop good interviewing and job search skills; use Student Employment Services (SES) Once in a job:
Continue to learn new skills Try to look at least five years ahead Maintain flexibility
The Cycle is Complete
Self Awareness & Assessment
The Career Development Cycle
Career Decision Making
The Cycle is Complete
Once you complete a cycle, a new world of possibilities may open for you. We wish you the best in your journey to a new and fulfilling career!
Challenges in Career Management
Dealing With Older Workers
Socialization and Orientation Dual-Career Paths Plateauing
Coping With Job Loss
Balancing Work and Life Work and Non-work Policies
Skills Obsolescence
Socialization and Orientation
Organizational socialization - the process by which new employees are transformed into effective members of the company The purpose of orientation is to:
◦ Prepare employees to perform their jobs effectively ◦ Learn about the organization ◦ Establish work relationships
Phases of the Socialization Process
Anticipatory Socialization
Encounter
Settling In
What Employees Should Learn and Develop Through Socialization:
History
Company Goals
Language
Politics
People
Performance Proficiency
Socialization and Orientation Programs
Play an important role in socializing employees Effective socialization programs result in employees having a strong commitment and loyalty to the company
◦ This reduces turnover
Effective orientation programs include active involvement of the new employee
Content of Orientation Programs
Company-Level Information
Company overview Key policies and procedures Compensation Employee benefits & services Safety & accident protection Employee & union relations Physical facilities Economic factors Customer relations
Department-Level Information
Department functions
Job duties & responsibilities Policies, procedures, rules Performance expectations Tour of department Introduction to co-workers
Miscellaneous
Community
Housing Family adjustment
Characteristics of Effective Orientation Programs
Employees are encouraged to ask questions Program includes information on both technical and social aspects of the job Orientation is the responsibility of the new employee’s manager New employees are not debased or embarrassed Formal and informal interactions with managers and peers occur Programs involve relocation assistance Employees receive information about the
Dual Career Paths
A career path is a sequence of job positions involving similar types of work and skills that employees move through in the company. For companies with professional employees, a key issue is how to ensure that they feel they are valued.
The traditional career path model has limited advancement opportunities for those in the technical career path.
Traditional career path for scientists and managers:
Director Assistant Director
Department Manager
Principal Research Scientist
Research Scientist Scientist Individual Contributor Career Path
Manager
Assistant Manager
Management Career Path
A dual-career-path system enables employees to remain in a technical career path or move into a management career path.
Director Department Manager Section Manager Associate Section Manager
Example of DualCareer-Path System
Fellow Senior Research Leader Research Leader Senior Research Scientist
Senior Program Manager Program Manager Project Manager
Principal Research Scientist
Research Scientist Researcher
Characteristics of Effective Career Paths (1 of 2)
Salary, status, and incentives for technical employees compare favorably with those of managers Individual contributors’ base salary may be lower than managers’, but they are given opportunities to increase their total compensation through bonuses The individual contributor career path is not used to satisfy poor performers who have no managerial potential
Characteristics of Effective Career Paths (2 of 2)
The career path is for employees with outstanding technical skills Individual contributors are given the opportunity to choose their career path
◦ The company provides assessment resources ◦ Assessment information enables employees to make comparisons between their interests and abilities with those of employees in technical and managerial positions
Plateauing
Plateauing means that the likelihood of the employee receiving future job assignments with increased responsibility is low Mid-career employees are most likely to plateau Plateauing becomes dysfunctional when the employee feels stuck in a job that offers no potential for personal growth Such frustration results in poor job attitude, increased absenteeism, and poor job
Reasons Employees Can Plateau
Discrimination based on age, gender, or race
Lack of ability
Lack of training Low need for achievement Unfair pay decisions or dissatisfaction with pay raises Confusion about job responsibilities Slow company growth resulting in reduced development opportunities
Possible Remedies for Plateaued Employees
Employee understands the reasons for plateauing Employee is encouraged to participate in development activities Employee is encouraged to seek career counseling Employee does a reality check on his or her solutions
Skills Obsolescence
Obsolescence – a reduction in an employee’s competence resulting from a lack of knowledge of new work processes, techniques, and technologies that have developed since the employee completed her education Not just a concern of technical and professional occupations
◦ all employees are at risk
Obsolescence needs to be avoided if companies are trying to become
Factors Related to Updating Skills
Manager
• Provide Challenging Work Assignments • Encourage Employees to Acquire New Skills
Company Climate
• Emphasis on Continuous Learning
Updated Skills
Peers
• Discuss Ideas • Share Information
Reward System
• Sabbaticals • Pay for New Ideas
• Pay for Employee Development
Additional Steps to Avoid Obsolescence
(1 of 2)
1. Provide employees with the
opportunity to exchange information and ideas 2. Give employees challenging job assignments early in their careers 3. Provide job assignments that challenge employees and require them to “stretch” their skills 4. Provide rewards for updating behaviors, suggestions, and
Additional Steps to Avoid Obsolescence
(2 of 2)
5. Allow employees to:
attend professional conferences subscribe to professional journals and magazines enroll in university, technical school, or community college courses at low or no cost
6. Encourage employees to interact in
person or electronically to discuss problems and new ideas
Balancing Work and Life (1 of 2)
Families with a working husband, homemaker wife, and two or more children account for only 7 percent of American families The increasing number of two-career couples and single heads of households creates a challenge for companies Companies have to carefully consider how to manage employees who are
Balancing Work and Life (2 of 2)
Family and Medical Leave Act (FMLA) There are two roles that training can play in balancing work and non-work:
◦ trainers and managers may be responsible for developing policies and procedures ◦ trainers may be responsible for developing training programs to teach managers their role in administering and overseeing the use of work-life policies
Managing Career Breaks
A career break is usually between one month and two years long. Six months to 2 years is the most common period of time for a career break. It's also possible to take a mini career break of less than one month, which enables people to try out career break activities without committing to longer periods of time. Shorter career breaks are most popular with the over-45s. It can take the form of a sabbatical, which can be paid or unpaid unpaid sabbaticals are much more common. Sabbaticals were originally only offered to academics and clerics but are now being increasingly offered by companies. A career break is not simply a period of unemployment. Career breakers usually do one or more of the following: Travel Voluntary work Paid work abroad Studying or training Offering palliative care Raising children Staying up-to-date with (profession related) news Recovering from accidents or illnesses
Managing Career Breaks
Advance Planning - Continuing Professional Development - Subscriptions - Rent - Taxes - Cheques - Continuing Practice - Visibility thru online presence
-
Future Aspects of T & D
Microsharing - Performance Reviews (Ongoing) - Mentoring - Usage of Technology - Orientations - Cross Functional Teams - Projects
-
Microsharing - Microsharing is the class of social software tools that enables people to update one another with short bursts of text, links, and multimedia through stand alone applications (think Twitter). For busy people who need to find ways to manage their attention stream, microsharing seems just enough to not seem like a burden; it fits into the spaces between the critical work people do. People use it as a digest, checking in once in a while and getting an idea where the institution is on a topic, what's Microsharing up. One more blip isn't distracting; they view the microsharing stream when they have time. They can engage when appropriate. The trouble with our old way of 'sharing' is we customarily ask the person closest to us rather than someone known to have the right answer. Microsharing helps us reach the right people without even knowing who they are. My favorite mircosharing platform currently is Tweetdeck. Tweetdeck is a platform that allows users of Twitter to look at multiple streams of information at one time. Many people see Twitter as a nuisance (or at best, a narcissistic media channel for people to tell "us" the flavor of their coffee). I use Twitter more as an ad-hoc focus group. Based on the people I follow or just by typing in a search term, I can view what millions of people are talking about on a continuing stream of conversation (try typing in New Social Learning and see what continual information comes up in the stream).
Future Aspects of T & D
Questions???
Thanks
Anuraag Awasthi
Agenda
- Career Management: Traditional Career vs. Protean Career, Models of Career Development - Challenges in Career Management: Onboarding, Dual Career Paths, Plateauing, and Managing Career Breaks, Future Aspects of T& D.
Career Management
Lifelong, self-monitored process of career planning that involves choosing and setting personal goals, and formulating strategies for achieving them.
Career Management
Traditional Career vs. Protean Career
CAREER DEVELOPMENT
WHAT IS A CAREER?
A career is a person’s chosen profession
or occupation. The general course or progression of your working life or your professional achievement. A career may include several jobs.
The Career Development Process
The career development process involves four basic steps: 1. Self -awareness and assessment 2. Career awareness and exploration 3. Career decision-making 4. Career planning and placement
The Career Development Process
Working with your career development counselor and following the process explained here may be the key to a successful career. Note: This process occurs in a cycle, so don’t be surprised if you go through it several times during your lifetime!
The Career Development Cycle
Self Awareness & Assessment
The Career Development Cycle
Career Decision Making
SELF-AWARENESS AND ASSESSMENT
Self Awareness & Assessment
The Career Development Cycle
SELF-AWARENESS AND ASSESSMENT
This first step is Interests
Abilities and skills
very important, it allows you to become aware, clarify and assess your :
Aptitudes Values Priorities Aspirations Personality
CAREER AWARENESS AND EXPLORATION
Self Awareness & Assessment
The Career Development Cycle
CAREER AWARENESS AND EXPLORATION
In this step you have a chance to become aware of
and assess: Occupational requirements Employment trends Community, family, leisure, and volunteer issues and needs Developments in current work environment Developments outside current work Global issues and implications
Career Awareness and Exploration Tools and Activities
Becoming aware of the possibilities “out there” is essential in this step. To do so you may: Read newspapers and magazines Keep up with news via radio, TV, and internet Use Career Services and other internet resources Utilize Occupational Outlook Handbook Talk with experts in the field Ask questions
CAREER DECISION MAKING
Self Awareness & Assessment
The Career Development Cycle
Career Decision Making
MAKING CAREER DECISIONS
This is the step when you pull together the information you have gathered and you: Establish goals (career and educational) Make plans to attain those goals Implement plans step-by-step Evaluate goals and progress continuously Adjust as you and/or situations change Continue to evaluate and re-prioritize
CAREER PLANNING AND PLACEMENT
Self Awareness & Assessment
The Career Development Cycle
Career Decision Making
CAREER PLANNING AND PLACEMENT
This part of the process comes after you have developed the skills necessary to pursue your career. At this time you need to: Develop good interviewing and job search skills; use Student Employment Services (SES) Once in a job:
Continue to learn new skills Try to look at least five years ahead Maintain flexibility
The Cycle is Complete
Self Awareness & Assessment
The Career Development Cycle
Career Decision Making
The Cycle is Complete
Once you complete a cycle, a new world of possibilities may open for you. We wish you the best in your journey to a new and fulfilling career!
Challenges in Career Management
Dealing With Older Workers
Socialization and Orientation Dual-Career Paths Plateauing
Coping With Job Loss
Balancing Work and Life Work and Non-work Policies
Skills Obsolescence
Socialization and Orientation
Organizational socialization - the process by which new employees are transformed into effective members of the company The purpose of orientation is to:
◦ Prepare employees to perform their jobs effectively ◦ Learn about the organization ◦ Establish work relationships
Phases of the Socialization Process
Anticipatory Socialization
Encounter
Settling In
What Employees Should Learn and Develop Through Socialization:
History
Company Goals
Language
Politics
People
Performance Proficiency
Socialization and Orientation Programs
Play an important role in socializing employees Effective socialization programs result in employees having a strong commitment and loyalty to the company
◦ This reduces turnover
Effective orientation programs include active involvement of the new employee
Content of Orientation Programs
Company-Level Information
Company overview Key policies and procedures Compensation Employee benefits & services Safety & accident protection Employee & union relations Physical facilities Economic factors Customer relations
Department-Level Information
Department functions
Job duties & responsibilities Policies, procedures, rules Performance expectations Tour of department Introduction to co-workers
Miscellaneous
Community
Housing Family adjustment
Characteristics of Effective Orientation Programs
Employees are encouraged to ask questions Program includes information on both technical and social aspects of the job Orientation is the responsibility of the new employee’s manager New employees are not debased or embarrassed Formal and informal interactions with managers and peers occur Programs involve relocation assistance Employees receive information about the
Dual Career Paths
A career path is a sequence of job positions involving similar types of work and skills that employees move through in the company. For companies with professional employees, a key issue is how to ensure that they feel they are valued.
The traditional career path model has limited advancement opportunities for those in the technical career path.
Traditional career path for scientists and managers:
Director Assistant Director
Department Manager
Principal Research Scientist
Research Scientist Scientist Individual Contributor Career Path
Manager
Assistant Manager
Management Career Path
A dual-career-path system enables employees to remain in a technical career path or move into a management career path.
Director Department Manager Section Manager Associate Section Manager
Example of DualCareer-Path System
Fellow Senior Research Leader Research Leader Senior Research Scientist
Senior Program Manager Program Manager Project Manager
Principal Research Scientist
Research Scientist Researcher
Characteristics of Effective Career Paths (1 of 2)
Salary, status, and incentives for technical employees compare favorably with those of managers Individual contributors’ base salary may be lower than managers’, but they are given opportunities to increase their total compensation through bonuses The individual contributor career path is not used to satisfy poor performers who have no managerial potential
Characteristics of Effective Career Paths (2 of 2)
The career path is for employees with outstanding technical skills Individual contributors are given the opportunity to choose their career path
◦ The company provides assessment resources ◦ Assessment information enables employees to make comparisons between their interests and abilities with those of employees in technical and managerial positions
Plateauing
Plateauing means that the likelihood of the employee receiving future job assignments with increased responsibility is low Mid-career employees are most likely to plateau Plateauing becomes dysfunctional when the employee feels stuck in a job that offers no potential for personal growth Such frustration results in poor job attitude, increased absenteeism, and poor job
Reasons Employees Can Plateau
Discrimination based on age, gender, or race
Lack of ability
Lack of training Low need for achievement Unfair pay decisions or dissatisfaction with pay raises Confusion about job responsibilities Slow company growth resulting in reduced development opportunities
Possible Remedies for Plateaued Employees
Employee understands the reasons for plateauing Employee is encouraged to participate in development activities Employee is encouraged to seek career counseling Employee does a reality check on his or her solutions
Skills Obsolescence
Obsolescence – a reduction in an employee’s competence resulting from a lack of knowledge of new work processes, techniques, and technologies that have developed since the employee completed her education Not just a concern of technical and professional occupations
◦ all employees are at risk
Obsolescence needs to be avoided if companies are trying to become
Factors Related to Updating Skills
Manager
• Provide Challenging Work Assignments • Encourage Employees to Acquire New Skills
Company Climate
• Emphasis on Continuous Learning
Updated Skills
Peers
• Discuss Ideas • Share Information
Reward System
• Sabbaticals • Pay for New Ideas
• Pay for Employee Development
Additional Steps to Avoid Obsolescence
(1 of 2)
1. Provide employees with the
opportunity to exchange information and ideas 2. Give employees challenging job assignments early in their careers 3. Provide job assignments that challenge employees and require them to “stretch” their skills 4. Provide rewards for updating behaviors, suggestions, and
Additional Steps to Avoid Obsolescence
(2 of 2)
5. Allow employees to:
attend professional conferences subscribe to professional journals and magazines enroll in university, technical school, or community college courses at low or no cost
6. Encourage employees to interact in
person or electronically to discuss problems and new ideas
Balancing Work and Life (1 of 2)
Families with a working husband, homemaker wife, and two or more children account for only 7 percent of American families The increasing number of two-career couples and single heads of households creates a challenge for companies Companies have to carefully consider how to manage employees who are
Balancing Work and Life (2 of 2)
Family and Medical Leave Act (FMLA) There are two roles that training can play in balancing work and non-work:
◦ trainers and managers may be responsible for developing policies and procedures ◦ trainers may be responsible for developing training programs to teach managers their role in administering and overseeing the use of work-life policies
Managing Career Breaks
A career break is usually between one month and two years long. Six months to 2 years is the most common period of time for a career break. It's also possible to take a mini career break of less than one month, which enables people to try out career break activities without committing to longer periods of time. Shorter career breaks are most popular with the over-45s. It can take the form of a sabbatical, which can be paid or unpaid unpaid sabbaticals are much more common. Sabbaticals were originally only offered to academics and clerics but are now being increasingly offered by companies. A career break is not simply a period of unemployment. Career breakers usually do one or more of the following: Travel Voluntary work Paid work abroad Studying or training Offering palliative care Raising children Staying up-to-date with (profession related) news Recovering from accidents or illnesses
Managing Career Breaks
Advance Planning - Continuing Professional Development - Subscriptions - Rent - Taxes - Cheques - Continuing Practice - Visibility thru online presence
-
Future Aspects of T & D
Microsharing - Performance Reviews (Ongoing) - Mentoring - Usage of Technology - Orientations - Cross Functional Teams - Projects
-
Microsharing - Microsharing is the class of social software tools that enables people to update one another with short bursts of text, links, and multimedia through stand alone applications (think Twitter). For busy people who need to find ways to manage their attention stream, microsharing seems just enough to not seem like a burden; it fits into the spaces between the critical work people do. People use it as a digest, checking in once in a while and getting an idea where the institution is on a topic, what's Microsharing up. One more blip isn't distracting; they view the microsharing stream when they have time. They can engage when appropriate. The trouble with our old way of 'sharing' is we customarily ask the person closest to us rather than someone known to have the right answer. Microsharing helps us reach the right people without even knowing who they are. My favorite mircosharing platform currently is Tweetdeck. Tweetdeck is a platform that allows users of Twitter to look at multiple streams of information at one time. Many people see Twitter as a nuisance (or at best, a narcissistic media channel for people to tell "us" the flavor of their coffee). I use Twitter more as an ad-hoc focus group. Based on the people I follow or just by typing in a search term, I can view what millions of people are talking about on a continuing stream of conversation (try typing in New Social Learning and see what continual information comes up in the stream).
Future Aspects of T & D
Questions???
Thanks
