Career & Professional Development

Chapter Twelve

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Career & Professional Development

Finding Purpose

1 Introduction : Starting with the end in mind …

2 Principles in career planning

3 Self-Directedness

4 Real Learning

5 The 70 : 20 :10 Learning Principle

6The Learning & Development Journey - Dream, Define, Plan (Appreciation, Look

inwards : Identify strenghts, weaknesses, skilled knowledge I need, help I would need look around

you :

Who I am, What I do, Skills/Competencies

Self-Awareness

Navigational Check

Position (where am I at?)

Destination (Where do I want to go?)

Direction and Route (How are you going to get there?)

What would you need to get there?

What might stand in my way?

Who’s help would I need?

4 Individual Development Plan (iDP)

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Career & Professional Development

Chapter Navigation Panel�

Google Search

Career and professional development, succession plannning, talent

pool, talent management, individual development plan

Read

Follow the link to read the following articles:

How we work : Career Management

Cultivating Careers

Faculty Website

Role description: Shiftboss

Role description: Foreman Enginering

Role description: Foreman Metallurgy

AGA iDP Example

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Synopsis

Career and professional Development is one of the major drivers of employee engagement.

This module focusses on the one hand on the supervisors ability to self-direct his learning

accepting own accountability to drive personal growth and development, and on the other

hand to integrate his deep understanding of the importance of career and personal

development to apply it to maximise employee engagement.

Learning Outcomes

On successful completion of this module, students should be able to:

Assess themselves more accurately, identify and address their individual development needs

Understand the importance of feedback (including 360 feedback) from manager,

manager-once removed

Respond appropriately to both constructive feedback to decrease the development gap

Understand the value of trans-disciplinary learning in order to equip himself and his team

with learning strategies to increase personal and team output

Career & Professional Development

Synopsis & Learning Outcomes�

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After the 2013 Gallup report on the state of engagement indicate that 71% of the workforce

are not engaged, engagement studies attemps to isolate drivers of engagement in order to

assist management teams to change the state of engagement as studies indicate employee

engagement correlates with organisational performance.

Hence, it is vital for companies to understand what “causes” employee engagement if they

want to influence the “effect” i.e. Employee Engagement. By understanding these drivers and

leveraging them, organizations can try and manage engagement levels of their employees.

However, it does seem that research are relative concistant indicate the 2 strongests drivers of

engagement seem to be :

1. The relationship between employee and his first line manager

2. Career and professional development.

Career & Professional Development

Introduction�

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Development Versus Learning

Read

Read the article written by Dr Suzanne Cook-Greuter on the difference

between learning & development.!

Reflection

How do you understand the difference between learning and development?

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Introduction

In a few hundred years, when the history of our time will be written from a long-term

perspective, it is likely that the most important event historians will see is not technology, not the

Internet, not e-commerce. It is an unprecedented change in the human condition. For the first

time – literally – substantial and rapidly growing numbers of people have choices. For the first

time, they will have to manage themselves. And society is totally unprepared for it.

The greatest challenge of the future is social, not technological. In the excitement generated

by the latest technological marvels, from fibre optics to the Internet, to new drugs and medical

breakthroughs, we tend to forget that our major problems are people problems.

– Peter Drucker

Most of us spend more of our adult lives working than we do engaging in any other single

waking activity.

While not denying the value and importance of external expertise, successful organisations will

try to transfer that expertise to the individual employee through extensive training, and then

expect that employee to be self-directing and become part of the solution.

Self-direction creates an awareness of the need for, or possibility of, change. Employees are

able to look at themselves and begin identifying the changes they might wish to consider

making in such areas as work, problem-solving, conflict management, and learning.

We can no longer afford to muddle through on our way to new knowledge and new skills.

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Introduction

Career and Professional Development

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Becoming Self Directed

Read

Sharlyn Lauby writes a short but to the point article on the topic of self-

directedness. Follow the link to read this article.

Introduction to self directedness : The business case for self-direction

Individual Action

Lauby emphasise six principles of self-direction which will help you to develop the

ability to not only successfully bridge the “old” to the "new”, but will also enable

you to contribute to the fast changing organisations of today and to be prepare

to fulfil the requirements of tomorrow.

Know yourself : Self Aware

Do meaningful work

Be part of the solution

Managing conflict effectively

Learn how to learn

Manage to change

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Life Long Learning

The Psychology of Change

What is a Competency & Competency Framework

Competencies are defined as ‘the behaviours and skills individuals must have or acquire to

perform effectively in their role’. Our framework is based on performance output and

behaviour inputs that relate to the standards required for effective performance.

The framework includes abilities and personal traits, which are matched with specific job

requirements, business objectives and organisational culture and values.

How we carry out our duties and responsibilities, how we approach various activities and

situations and how we conduct ourselves, is as important as the experience, skills and technical

expertise defined in the role profile.

Although the framework sets out the appropriate behaviour for each role, it is designed to be

cumulative. For example, the competencies for ‘communicating effectively with colleagues

and others’ at Administrator level, is expected to be demonstrated by all, as well as the

additional behavioural traits specifically identified at each level.

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The AngloGold Ashanti’s Competency Framework (included in your iDP)

In short employees should develop competencies where organisational values are reflected in

their behaviour and how they relate interpersonally. The framework demonstrates the

behaviour needed to help work better together

Competencies are important for several reasons

For the Employee they

enable you and your line manager to identify gaps in behavioural traits

help structure and support your career development, prioritising learning and development

needs for current and future roles

help you to understand and perform your role better and gain greater job satisfaction

For you

underpin the targeted development programme in identifying the appropriate behaviours

required for developing the Commission

when effectively integrated into all people-related systems, competencies enable

maximum performance across the organisation

provide an objective, standardised process for conducting and rating performance in

interviews to ensure we have the people with the right personal traits for the right role

It will also be linked to performance management process to help you measure your

behaviour against the framework and identify any gaps as well as the development options

available.

With SP as backdrop you will need to

look at the behavioural indicators for the competencies and consider whether you have

demonstrated these consistently in meeting your objectives

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as part of your ongoing review discuss your objectives, assessment of your performance and

the competencies

consider your development plan and what learning you need to undertake to achieve your

future goals, agreeing with your line manager the priorities for your learning and

development

You manager on the other side need to :

consider your role to identify the objectives you need to achieve

for each objective look at the competency and the behavioural indicators needed to

achieve the objective and discuss your performance against these

identify and develop any competency you would require to be effective in your role

In order to get a better understanding how competency frameworks are build and how AGA

arrived at these specific competencies, follow the links to read the following two articles :

Development Models or Frameworks

Though there are many development models and frameworks available, you may choose or

even design your own development model that will address your development needs ensuring

you develop your full potential. For example, your assignment for the Managerial Leadership

Development module you are actually requested to do just that (refer to Chapter 3)

However, I would like to refer you to two (2) such development models and a third (3) model

which you can actually use to address your development areas. Then there is also the

Read

Follow the links to the following articles :

A Pragmatic Guide to Competency (Holt & Perry, 2011)

Competency Framework. Guide for managers and staff. Published by

Greater London Authority.

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AngloGold Ashanti development model which is also used in your development panels.

The Development Process

Competency Development Process refers to the process during which you will purposefully

engage by requesting honest feedback from your manager, MoR, colleagues / peers and sub-

ordinates evaluating your perceived competency levels. This feedback could also be

complimented by using self assessments designed specifically to assist you to gain insight and

to increase your level of self-awareness.. The purpose is to help you to accurately assess

yourself by affirming your strengths and identify your development areas. The latter indicating

specific development areas you need to address in in your Individual Development Plan (iDP).

in order to close your development GAP.

To plan and design a effective iDP, draw on the the Competency Framework set out in the

Individual Development Plan (iDP) template and any feedback you have received during the

programme to help you reflect on your supervisory managerial leadership proficiency. You

might also seek inspiration, ideas and suggestions from the workshops, group discussion, your

experience and any other sources you have been informed by.

If you have not already done so you are encouraged to seek feedback on your current

practice to inform your development plan. Consider using self-assessment diagnostics used

whilst on the programme, but you are also more than welcome to use any other assessments or

feedback to assist you to get an in depth view on the value that you bring to AngloGold

Ashanti, but also helps you to identify your own development areas which you need to address

Read

Follow the links to the following articles :

A Model used by Princeton University as part of their own internal

leadership development programmes.

McKinsey’s Transformational Model

McKinsey’s Centered Leadership Model.

Suggested Framework

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in your development plan.

You are also encouraged to ask feedback or have conversations with others such as your

manager, a trusted colleague or indeed your team members. Be prepared to experiment and

try new approaches. The important thing is to be prepared to make a commitment to personal

change.

In summary, you are being asked to:

Self-assess your managerial leadership proficiency (assessing both your leadership and

managerial competencies) using the outcomes on self-assessments done whilst on the

programme as well as on the outcomes on the feedback from others on the 360 degree

assessments

Reflect on the findings of the feedback (you will only be able to benefit from feedback if

you allow yourself to hear what you NEED to hear and not what you WANT to hear. Be

brave!).

Make a commitment to personal change in the way you lead and manage (signing a

contract with yourself could be very powerful!)

Book an appointment with your manager to discuss your feedback and don’t be afraid to

ask him / her further feedback to clarify feedback on the 360 degree assessment. about

your leadership development and any support you need

Complete and implement your iDP with a date set for a review of progress.

iCons Navigating The Development Process

This tool includes a set of specific iCons to facilitate the development process. These iCons

represent each a specific action suggested in order to effectively plan and design your

development plan based on your identified development areas. Should you systematically

apply the suggested actions it should assist you to bridge your Development GAP (the GAP

between the Desired State and your Current State - as assessed - with each of the

competencies included in the Competency Framework) taking you to further suggested

learning the specific section on skills development. the GAP between the Desired State and

your Current State (Current Capability) with each of the competencies included in the

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Competency Framework.

Effective iDP’s are characterised by ones ability to set SMART goals. Articles are included to

assist you with goal setting

You are further provided with a Competency Assessment Sheet to consolidate information gathered

direct related to a specific competency which will assist you to more accurately capture

specific development areas reflecting your current capability (current state) into your iDP.

These Process iCons are as follow :

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iCon Define Goals

Aspire / Desired State

Describe or Define

Where do you want

to go?

Personal Goals & Objectives

Have a Clear View of what you want

at a

Personal Level

Prossional Level

What Have you done About it

What Stands in your way

Role Clarification : To understand my

Role, I need to understand what my

“Manager Do”

Identify the

competencies

requiered

Define Describe or Define

Where do you want

to go?

Personal Goals & Objectives

Have a Clear View of what you want

at a

Personal Level

Prossional Level

What Have you done About it

What Stands in your way

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Assess Establish your current

State or Current

Capability

Assessment Process whereby :

Dig deep to identify limiting mindsets

Prioritise a few vital shifts

Look for the positives as well as the

issues

Reflect

Plan & Design iDP (What do I

need to do to

get there?)

become the

Architect of your

Future

Life-Long Learning

Develop Centered Leadership

Build Skilled Knowledge to

Manage Self & Others

Manage People / Team

Manage Work & Resources

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Knowledge Acquisition

Formal, Social

learning, Self-directed

life-Long Learner and

embed your learning

by sharing your

learning with others

Portfolio of Inisiatives captured in

Individual Development Plan (iDP)

Work towards a shift in mindset, behaviour and habits

Become a Role Model

Have a compelling Story

Build a social & Support Network

Aquiere Competencies & Skills

lacked to close your development

GAP

70 : 20 : 10 Learning Principle

Determine Who’s help would you

Need

Identify your support

Collaborate with your Manager &

MoR

Self-directed life-Long

Learner and embed

your learning by

sharing your learning

with others

Life-Long Learning

Develop Centered Leadership

Build Skills to

Manage Self & Others

Manage People / Team

Manage Work & Resources

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Schedule Re-Assessment Date

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