whose career is it anyway?
TRANSCRIPT
![Page 1: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/1.jpg)
Whose Career is it Anyway?Career Development in the 21st Century
![Page 2: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/2.jpg)
The Changing Face of Business
![Page 3: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/3.jpg)
Steady State Markets
HIGH
MEDIUM
LOW
Time
Organisational Performance
![Page 4: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/4.jpg)
HIGH
MEDIUM
LOW
Time
Organisational Performance
The Impact Of Disruption
![Page 5: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/5.jpg)
The Promotion Paradox
time time
Little need for high motivation & performance
Strong need for high motivation & performance
tall structured companies
flatter structured companies
leads to…
![Page 6: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/6.jpg)
Where we’ve come from
Traditional Assumptions
• Most people follow a straight line career path to retirement
• Career development means upward mobility
• Only new or young employees can be developed
• Career development relates primarily to work experience
![Page 7: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/7.jpg)
Where we are going
Emerging Assumptions
• Career paths are increasingly diverted and interrupted
• Career development can be facilitated by lateral and even downward moves
• Learning and change can occur at any age and career stage
• Career development is influenced by family, personal and community roles, and can be facilitated by work outside paid employment
![Page 8: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/8.jpg)
Career Development
So…• Take responsibility• If it doesn’t work in one direction you will have to try another
Organisation invests heavily in career and succession planning
Everyone thinks they are going places
Not everyone will get to go up
![Page 9: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/9.jpg)
The Focus of Organisational Attention
Capability
High performanceHigh motivationProactive career management
About you
Willingness and ability to learnRate of adoption of new skills and behavioursWillingness to be assessedAcceptance of change
Enthusiasm for
Parallel or sideways movesProject managementTemporary secondments
![Page 10: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/10.jpg)
Factors for Promotion
High performance in your current job is mandatory!
![Page 11: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/11.jpg)
Factors for Promotion
High performance in your current job is mandatory!
Advice
Fortify yourself with knowledge
![Page 12: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/12.jpg)
Factors for Promotion
High performance in your current job is mandatory!
Advice
Fortify yourself with knowledge
Broaden experience and raise profile
![Page 13: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/13.jpg)
Factors for Promotion
High performance in your current job is mandatory!
Advice
Fortify yourself with knowledge
Broaden experience and raise profile
Look for new responsibilities
![Page 14: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/14.jpg)
Factors for Promotion
High performance in your current job is mandatory!
Advice
Fortify yourself with knowledge
Broaden experience and raise profile
Ask for feedback
Look for new responsibilities
![Page 15: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/15.jpg)
Factors for Promotion
High performance in your current job is mandatory!
Advice
Fortify yourself with knowledge
Confront yourself
Broaden experience and raise profile
Ask for feedback
Look for new responsibilities
![Page 16: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/16.jpg)
Promotion Planning
identify opportunities
review the job description
for each major duty or responsibility of
that job set yourself a goalestablish a
credible evidence procedure
prioritise
regularly evaluate progress
check – are you on track?
![Page 17: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/17.jpg)
Career Competences
Engaging inpersonaldevelopment
Using career planning & tactics
Balancing work and non-work
Optimisingyoursituation
![Page 18: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/18.jpg)
Optimising your situation - Career Anchors
“A constellation of self-perceived attitudes, values, needs and talents that develops over time, and which
when developed, shapes and guides career choices and
directions.”- Edgar ScheinOptimising
yoursituation
![Page 19: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/19.jpg)
The Eight Career Anchors
General Management Technical Functional Autonomy/Independence Entrepreneurial Creativity Pure Challenge Security/Stability Service/Dedication to a Cause Lifestyle
12345
678
Optimisingyoursituation
![Page 20: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/20.jpg)
Using Career Planning & Tactics
Planning
1. I have definite goals for my career over my lifetime
Using career planning & tactics
2. When I think of changing my job I always consider whether the new job leads to another job I want
3. I give a lot of thought to plans for achieving my career goals
4. I know my strengths and weaknesses in relation to my career goals
5. Achieving my career goals is very important to me
![Page 21: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/21.jpg)
Career Planning & Tactics
Tactics
1. I try to have as much visibility and exposure to my bosses as I can
Using career planning & tactics
2. I have gone out of my way to find a mentor or sponsor in the company
3. I cultivate friendships with influential people outside work to help my career
4. I actively seek opportunities rather than wait to be chosen
5. I try to help my bosses achieve things important to them even if they are not what I want
![Page 22: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/22.jpg)
Career Planning & Tactics
Individual Career Planning correlates directly with:
Using career planning & tactics
Salary growth Promotions Career
performanceCareer
satisfaction
![Page 23: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/23.jpg)
Career Planning & Tactics
Using career planning & tactics
Salary growth
Career performance
Career satisfaction
Individual Tactics correlate directly with:
![Page 24: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/24.jpg)
The Results
Employees who systematically plan their careers tend to be
more successful and feel more positively toward their careers
than those who do not.
![Page 25: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/25.jpg)
Balancing Work and Non-work
The business benefits
• Increased productivity • Improved recruitment and retention• Lower rates of absenteeism• Reduced overheads• An improved customer experience • A more motivated, satisfied and equitable workforce
Balancing work and non-work
![Page 26: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/26.jpg)
Work Life Balance
Balancing work and non-work
2134
Define your own balance – it will vary over time
Continue to improve your contribution if you want to reap the rewards
You are accountable for meeting and balancing your professional and personal obligations
Seek to balance Achievement, Enjoyment and Obligation
![Page 27: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/27.jpg)
Engaging in Personal Development
Get good at getting what you want!
Engaging inpersonaldevelopment
![Page 28: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/28.jpg)
Engaging in Personal Development
Get good at getting what you want!
Get good at getting things done!
Engaging inpersonaldevelopment
![Page 29: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/29.jpg)
Engaging in Personal Development
Get good at getting what you want!
Get good at having good ideas!
Get good at getting things done!
Engaging inpersonaldevelopment
![Page 30: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/30.jpg)
Engaging in Personal Development
Get good at getting what you want!
Engaging inpersonaldevelopment
Get good at getting on with other people!
Get good at having good ideas!
Get good at getting things done!
![Page 31: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/31.jpg)
Engaging in Personal Development
Get good at getting what you want!
Engaging inpersonaldevelopment
Get good at getting on with other people!
Get good at having good ideas!
Get good at getting things done!
![Page 32: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/32.jpg)
Action steps
• Review how far your work is using your skills and satisfying your needs and interests
• Identify what is required for effective performance and define your own development needs
• Learn from the experience of mentors, partners and colleagues
• Anticipate future change and prepare for job opportunities that might arise
![Page 33: Whose career is it anyway?](https://reader031.vdocument.in/reader031/viewer/2022021922/58ee4ccf1a28abe3368b463f/html5/thumbnails/33.jpg)
Bringing out the best in People