appendix b managing careers. managing your career business is changing rapidly, and jobs and careers...
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Appendix BAppendix B
Managing CareersManaging Careers
Managing Your CareerManaging Your Career Business is changing rapidly, and jobs and careers are Business is changing rapidly, and jobs and careers are
changing with it. changing with it. Downsizing, mergers, market and technological changes, new Downsizing, mergers, market and technological changes, new
perspectives on the psychological contract, and changing perspectives on the psychological contract, and changing patterns and levels of global competition are creating patterns and levels of global competition are creating unprecedented levels of uncertainty, challenge, & opportunity.unprecedented levels of uncertainty, challenge, & opportunity.
Individuals are now less inclined to pursue a lifelong career in Individuals are now less inclined to pursue a lifelong career in a single firm.a single firm.
The Labor Department projects that the average person The Labor Department projects that the average person entering the workforce in the U.S. will have 3 1/2 careers and entering the workforce in the U.S. will have 3 1/2 careers and work for 10 employers, keeping each job for only about three work for 10 employers, keeping each job for only about three and a half years.and a half years.
Employees must prepare themselves for Employees must prepare themselves for portfolio careersportfolio careers, , in which people develop a portfolio of their accomplishments in which people develop a portfolio of their accomplishments in different companies and “carry” that portfolio with them to in different companies and “carry” that portfolio with them to help secure new jobs.help secure new jobs.
The Protean CareerThe Protean Career Proteus was a character in Greek mythology who could Proteus was a character in Greek mythology who could
change shape in any way he wanted, except when held change shape in any way he wanted, except when held down.down.
Douglas Hall has drawn on this myth to coin the term Douglas Hall has drawn on this myth to coin the term Protean CareerProtean Career..
According to this view, there is much more to careers than According to this view, there is much more to careers than just moving up the hierarchies of organizations.just moving up the hierarchies of organizations.
Viewed in this light:Viewed in this light: a career is an ongoing sequence of events, some of which may a career is an ongoing sequence of events, some of which may
have little or nothing to do with money or prestige.have little or nothing to do with money or prestige. a career extends over the entire work life.a career extends over the entire work life. determining whether a career is successful is up to the individual.determining whether a career is successful is up to the individual.
The Protean Versus the Traditional The Protean Versus the Traditional CareerCareer
(Figure B-1)(Figure B-1)Issue Protean Career Traditional Career
Who’s in Charge? Person Organization
Core Values Freedom; growth Advancement; power
Degree of Mobility High Lower
Important Performance Psychological Position level; salary Dimensions success
Important Attitude Work satisfaction; Work satisfaction; Dimensions professional organizational
commitment commitment
The Protean Versus the Traditional The Protean Versus the Traditional CareerCareer
(Figure B-1) (Continued)(Figure B-1) (Continued)Issue Protean Career Traditional Career
Important Personality Do I respect Am I respected in this Dimensions myself? organization?
(self-esteem) (esteem from others)What do I want to do? What should I do?(self awareness) (organizational awareness)
Important Adaptability Work-related flexibility; Organization-related Dimensions current competence; flexibility (measure:
(measure: organizational survival)marketability)
Roles Associated with Four Career Roles Associated with Four Career StagesStages
(Figure B-2)(Figure B-2)
Stage 1 Stage 2 Stage 3 Stage 4CentralActivity
HelpingLearningFollowing directions
Independent contributor
TrainingInterfacing
Shaping the direction of the organization
PrimaryRelationship
Apprentice Colleague Mentor Sponsor
MajorPsychologicalIssues
Dependence Independence Assuming responsibility for others
Exercising power
Developmental Needs in Early CareerDevelopmental Needs in Early Career(From Figure B-3)(From Figure B-3)
Task Needs Socioemotional Needs
Develop action skills Support
Develop a specialty Autonomy
Develop creativity,innovation
Deal with feelings ofrivalry, competition
Rotate into a new areaafter 3-5 years
Developmental Needs in Middle CareerDevelopmental Needs in Middle Career(From Figure B-3)(From Figure B-3)
Task Needs Socioemotional Needs
Develop skills in trainingand coaching others
Opportunity to expressfeelings about midlife
Train for updating andintegrating skills
Reorganize thinking aboutself
Develop broader view ofwork and organization
Reduce self-indulgenceand competitiveness
Job rotation into jobrequiring new skills
Support and mutualproblem solving for copingwith midcareer stress
Developmental Needs in Late CareerDevelopmental Needs in Late Career(From Figure B-3)(From Figure B-3)
Task Needs Socioemotional Needs
Shift from power role toone of consultation,guidance, wisdom
Support and counseling to helpsee integrated life experiencesas a platform for others
Begin to establish selfin activities outside theorganization
Acceptance of one’s one-and-only life cycle
Gradual detachment fromorganization
Career Problems of Young ManagersCareer Problems of Young Managers
CareerProblems
Early Frustrationand Dissatisfaction
Insensitivityand Passivity
LoyaltyDilemmas
PersonalAnxiety
EthicalDilemmas
JobSecurity
OrganizationalSeduction
Loyalty DilemmasLoyalty Dilemmas One survey asked chief executives what they most One survey asked chief executives what they most
value in subordinates. 86% said they valued loyalty value in subordinates. 86% said they valued loyalty first.first.
There are many versions of loyalty:There are many versions of loyalty: loyalty as obedienceloyalty as obedience loyalty as putting in effort and long hours for the companyloyalty as putting in effort and long hours for the company loyalty as successful completion of tasksloyalty as successful completion of tasks loyalty as protecting the superior from ridicule and adverse loyalty as protecting the superior from ridicule and adverse
evaluation by others.evaluation by others. loyalty as giving the superior honest information about loyalty as giving the superior honest information about
mistakes and possible failuresmistakes and possible failures Unfortunately, young managers often don’t know which Unfortunately, young managers often don’t know which
version of loyalty is expected.version of loyalty is expected.
The Career-Growth CycleThe Career-Growth Cycle(Figure B-4)(Figure B-4)
ChallengingInitial Job
Performance
Self-EsteemInvolvement
Counseling
Effort
Support
PsychologicalSuccess
Feedback
Performance and PromotabilityPerformance and PromotabilityFigure B-5Figure B-5
Promotability
Low High
Low
Performance
High
Deadwood
SolidCitizens
Stars
Learners
The Career PlateauThe Career Plateau The The career plateaucareer plateau is the point in a career where the is the point in a career where the
likelihood of further promotions is very low. It often occurs at likelihood of further promotions is very low. It often occurs at midcareer.midcareer.
People may plateau becausePeople may plateau because they don’t want any more promotions.they don’t want any more promotions. of poor performance.of poor performance. there are no openings at higher levels there are no openings at higher levels
Many plateaued managers apparently can cope with and Many plateaued managers apparently can cope with and adapt to the career plateau. adapt to the career plateau.
Plateauing may cause problems for more than just the Plateauing may cause problems for more than just the plateaued employee, including younger employees who are plateaued employee, including younger employees who are demoralized.demoralized.
Plateauing may have severe health consequences, including Plateauing may have severe health consequences, including heightened risk of mortality. heightened risk of mortality.
Moving Up and Down, In and Out,Moving Up and Down, In and Out,and Aroundand Around
Movement through the organization can take place Movement through the organization can take place in three dimensions, making up the in three dimensions, making up the career conecareer cone::
VerticalVertical.. Vertical movement is up and down the Vertical movement is up and down the organizational hierarchy, such as a promotion or organizational hierarchy, such as a promotion or demotion.demotion.
RadialRadial.. Radial career movement includes Radial career movement includes movement toward or away from the inner circle or movement toward or away from the inner circle or the core of the system.the core of the system.
CircumferentialCircumferential.. Circumferential movement Circumferential movement means moving to a different function, program, or means moving to a different function, program, or product in the organization.product in the organization.
The Career Cone (Figure B-6)The Career Cone (Figure B-6)
CIRCUMFERENTIAL:FUNCTION
VERTICAL:
RANK
RADIAL:
INCLUSION
Fitting People to CareersFitting People to Careers
Person- CareerFit
CareerConcept Types
CareerAnchors
OccupationalPersonality Types
Career AnchorsCareer Anchors Anchor 1: managerial competenceAnchor 1: managerial competence.. The career is organized The career is organized
around the competencies and values inherent in the management around the competencies and values inherent in the management process.process.
Anchor 2: technical-functional competenceAnchor 2: technical-functional competence. . The career is The career is organized around the challenge of the actual work to be done, whether it organized around the challenge of the actual work to be done, whether it is related to marketing, financial analysis, corporate planning, or some is related to marketing, financial analysis, corporate planning, or some other area..other area..
Anchor 3: securityAnchor 3: security.. The individual has an underlying need for The individual has an underlying need for security and tries to stabilize the career by tying it to the given security and tries to stabilize the career by tying it to the given organization.organization.
Anchor 4: creativityAnchor 4: creativity.. Individuals with this anchor have a strong Individuals with this anchor have a strong need to create something. The anchor is most evident among need to create something. The anchor is most evident among entrepreneurs.entrepreneurs.
Anchor 5: autonomy and independenceAnchor 5: autonomy and independence. . The concern is The concern is with freedom and autonomy. Individuals with this anchor often find with freedom and autonomy. Individuals with this anchor often find organizational life too restrictive or intrusive into their personal lives.organizational life too restrictive or intrusive into their personal lives.
Occupational Personality TypesOccupational Personality Types RealisticRealistic. . Involves aggressive behavior and physical activities Involves aggressive behavior and physical activities
requiring skill, strength, and coordination.requiring skill, strength, and coordination. InvestigativeInvestigative. . Involves cognitive (thinking, organizing, Involves cognitive (thinking, organizing,
understanding) rather than affective (feeling, acting, or interpersonal understanding) rather than affective (feeling, acting, or interpersonal and emotional) activities.and emotional) activities.
SocialSocial. . Involves interpersonal rather than intellectual or physical Involves interpersonal rather than intellectual or physical activities.activities.
ConventionalConventional. . Involves structural, rule-regulated activities and Involves structural, rule-regulated activities and subordination of personal needs to an organization or person of subordination of personal needs to an organization or person of power and status.power and status.
EnterprisingEnterprising. . Involves verbal activities to influence others and to Involves verbal activities to influence others and to attain power and status.attain power and status.
ArtisticArtistic. . Involves self-expression, artistic creation, expression of Involves self-expression, artistic creation, expression of emotions, and individualistic activities.emotions, and individualistic activities.
Career Concept TypesCareer Concept Types TransitoryTransitory. . There is no clear pattern of career There is no clear pattern of career
movement. Some transitory types may drift from job to movement. Some transitory types may drift from job to job, while others may be entrepreneurial types.job, while others may be entrepreneurial types.
Steady-stateSteady-state.. The individual chooses a lifetime The individual chooses a lifetime occupation. Steady-state types settle into an occupation. Steady-state types settle into an organization and prefer stability to change.organization and prefer stability to change.
LinearLinear. . Career choice is made early, and there is Career choice is made early, and there is emphasis on steady upward movement on a career emphasis on steady upward movement on a career ladder.ladder.
SpiralSpiral.. There is planned search for increasing self- There is planned search for increasing self-development and creative growth. The career choice development and creative growth. The career choice may change accordingly.may change accordingly.
Guidelines for Self-Management of Guidelines for Self-Management of CareersCareers
Develop basic career competencies.Develop basic career competencies. Choose an organization carefully.Choose an organization carefully. Get a challenging initial job.Get a challenging initial job. Be an outstanding performer.Be an outstanding performer. Develop professional mobility.Develop professional mobility. Plan your own and your spouse’s careers Plan your own and your spouse’s careers
collaboratively.collaboratively. Get help in career management.Get help in career management. Anticipate chance events.Anticipate chance events. Continually reassess your career.Continually reassess your career.
The Bottom Line: Managing the The Bottom Line: Managing the Career Development ProcessCareer Development Process
Assess EmployeeInterests, Skills,
and Abilities
Assess EmployeeInterests, Skills,
and Abilities
Provide Opportunitiesfor Employee toResearch and
Explore VariousCareer Opportunities
by SharingInformation andHolding Ongoing
Discussions
Provide Opportunitiesfor Employee toResearch and
Explore VariousCareer Opportunities
by SharingInformation andHolding Ongoing
Discussions
Work with Employeeto Set Short- andLong-Term Goals
and an Action Planfor Achieving
Them
Work with Employeeto Set Short- andLong-Term Goals
and an Action Planfor Achieving
Them
Use Appropriate CareerDevelopment Methods, Such as
Job Rotation, Mentoring andCoaching, to Support the
Implementation of the CareerDevelopment Plan
Use Appropriate CareerDevelopment Methods, Such as
Job Rotation, Mentoring andCoaching, to Support the
Implementation of the CareerDevelopment Plan
Evaluate Employee’s ProgressToward Achieving the Goals inthe Action Plan and Modify the
Plan as Needed
Evaluate Employee’s ProgressToward Achieving the Goals inthe Action Plan and Modify the
Plan as Needed
Questions Asked by AT&T When Questions Asked by AT&T When Screening Candidates for Overseas Screening Candidates for Overseas
Transfer (Fig. B-7)Transfer (Fig. B-7) Would your spouse be interrupting a career to accompany you to an Would your spouse be interrupting a career to accompany you to an
international assignment? If so, how do you think this will [affect] international assignment? If so, how do you think this will [affect] your spouse and your relationship with each other?your spouse and your relationship with each other?
Securing a job on re-entry will be primarily your responsibility. How Securing a job on re-entry will be primarily your responsibility. How do you feel about networking and being your own advocate?do you feel about networking and being your own advocate?
How able are you in initiating new social contacts?How able are you in initiating new social contacts? Can you imagine living without television?Can you imagine living without television? How important is it for you to spend significant amounts of time with How important is it for you to spend significant amounts of time with
people of your own ethnic, racial, religious, and national background?people of your own ethnic, racial, religious, and national background? As you look into your personal history, can you isolate any episodes As you look into your personal history, can you isolate any episodes
that indicate a real interest in learning about other people and that indicate a real interest in learning about other people and cultures?cultures?
Has it been your habit to vacation in foreign countries?Has it been your habit to vacation in foreign countries?
Company Practices to Enhance Company Practices to Enhance Women’s Career Development (Figure Women’s Career Development (Figure
B-8)B-8)
Women’s CareerDevelopment
Select Part-TimeJob Opportunities
Support forTraining andDevelopment
CareerCounseling
In-HouseTraining
ProgramsMentoring
Posting of JobOpportunities
Family-SensitiveWork Practices
Phases in the Mentoring Phases in the Mentoring RelationshipRelationship
Initiation Cultivation Separation Redefinition
Phases in the Mentoring Phases in the Mentoring RelationshipRelationship
InitiationInitiation. . A period of 6 months to a year during which the A period of 6 months to a year during which the relationship gets started and begins to take on importance for relationship gets started and begins to take on importance for both individuals.both individuals.
CultivationCultivation.. A phase of 2 to 5 years during which the mentor A phase of 2 to 5 years during which the mentor provides many career-related and psychosocial functions. There provides many career-related and psychosocial functions. There are frequent interactions and many mutual benefits.are frequent interactions and many mutual benefits.
SeparationSeparation.. This phase begins when the protégé feels it is time This phase begins when the protégé feels it is time to assert autonomy and independence or when something to assert autonomy and independence or when something external to the relationship is marked by significant changes in external to the relationship is marked by significant changes in the functions provided by the mentor relationship and in the the functions provided by the mentor relationship and in the affective experiences of the mentor and protégé.affective experiences of the mentor and protégé.
RedefinitionRedefinition. . If the separation stage has been negotiated If the separation stage has been negotiated successfully, the relationship enters a final, redefinition stage successfully, the relationship enters a final, redefinition stage characterized primarily by friendship.characterized primarily by friendship.
Benefits of Mentoring for the Benefits of Mentoring for the ProtégéProtégé
(From Figure B-9)(From Figure B-9)
Mentoring
Exposure andVisibility
Protection
Warning ofDangers
EmotionalSupport
CareerAdvancement
Costs of Mentoring for the ProtégéCosts of Mentoring for the Protégé(From Figure B-9) (Cont.)(From Figure B-9) (Cont.)
Mentoring
HeightenedScrutiny
Risks in EndingRelationship
Bad AdviceMisperception
of Nature ofRelationship
Lack ofCredit for
Contributions
Danger ifMentor “Loses”
Web Wise: SystersWeb Wise: Systers
Thousands of women and minorities Thousands of women and minorities are now using a new, high-tech are now using a new, high-tech approach to mentoring: the personal approach to mentoring: the personal computer.computer.
They seek informal guidance -- virtual They seek informal guidance -- virtual mentors -- from online bulletin boards, mentors -- from online bulletin boards, in-house electronic mail, or websites.in-house electronic mail, or websites.
Systers began as an electronic mailing Systers began as an electronic mailing list for women and is now a website.list for women and is now a website.
There are now more than 2,800 There are now more than 2,800 members in 53 countries. members in 53 countries.
http://www.systers.orghttp://www.systers.org
The Bottom Line: The FormalThe Bottom Line: The FormalMentoring ProcessMentoring Process
Identify an EmployeeWho Shows
Potential for FutureAdvancement
Identify an EmployeeWho Shows
Potential for FutureAdvancement
Assign TargetedEmployee as aProtégé to anExperiencedProfessional
Assign TargetedEmployee as aProtégé to anExperiencedProfessional
Schedule PeriodicDevelopmental
Meetings BetweenMentor and Protégé
Schedule PeriodicDevelopmental
Meetings BetweenMentor and Protégé
Separate the Mentor andProtégé When Protégé
is Ready for NewDevelopmentalOpportunities
Separate the Mentor andProtégé When Protégé
is Ready for NewDevelopmentalOpportunities