© targeted learning career leadership skills: maximizing employee engagement and happiness at work...

© Targeted Learning

Career Leadership Skills: Maximizing Employee Engagement and Happiness at Work

© Targeted Learning CLS EE 0110 NTPT

2© Targeted Learning CLS EE 0110 NTPT

Objectives

By the end of this session, you will:

1. Understand your role, and those of employees and the company, with respect to career development at ConocoPhillips.

2. Know how to help your people take more effective responsibility for their careers, and thereby expand their engagement and happiness at work.

3. Understand the factors that influence careers and career path opportunities at ConocoPhillips.

4. Know how to engage your people in meaningful development/career discussions that will help them make more informed and effective career decisions.

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© Targeted Learning CLS EE 0110 NTPT 3

How well are we doing in ConocoPhillips?How well are we doing in ConocoPhillips?2008 Employee Opinion Survey—Development Dimension

1© ConocoPhillips

Q. 13 Q. 12 Q. 9

Total % Favorable Total % Neutral Total % Unfavorable

Q. 5

46 4656

2724

2624

2826 25 23

28 26 19

54 52616660

1622221013

0%

25%

50%

75%

100%

2006 2008 2006 2008 2006 2008

2006 2008

4© Targeted Learning CLS EE 0110 NTPT2

Which of these results concerns you the most?

1. Q. 16 I feel my career goals can be met at COP

2. Q. 15 I had meaningful discussions with my

supervisor about my development

3. Q. 11 I have a good understanding of possible

career paths

4. Q. 10 Someone at work encourages my

development

5. Q. 5 I receive sufficient constructive

feedback to improve my performance


WhatWhat is a career? is a career?

An occupation with opportunities for progress in terms of ability, contribution, impact and fulfillment.

Targeted Learning

Careers are unique to each person and are dynamic, unfolding throughout life. They include not only occupations, but pre-vocational and post vocational concerns as well as how persons integrate their work life roles. The sequence of occupations, jobs, and positions engaged in or occupied throughout the lifetime of a person becomes a career.

Workinfonet.bc.ca/lmisi/Making/APPEND/APPENDB.htm

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Focus on What You ControlFocus on What You Control

Ability

Contribution

Impact

Promotion

Salary

2


Select your #1 most influential when leaving a previous position

1. Lack of interesting work

2. Lack of meaningful work

3. Work-life balance

4. Inadequate alary

5. Inadequate opportunities for promotion

6. Inadequate job security

7. Non-Supportive team climate

8. Poor supervisory style3


Select your #1 most important when choosing your next position

1. Interesting work

2. Meaningful work

3. Work-life balance

4. Salary

5. Opportunities for promotion

6. Job security

7. Supportive team climate

8. Supervisory style3


Would you . . .

1. Yes

2. No

Take a 5% paycut in exchange for significantly more interesting work?

3


Would you . . .

1. Yes

2. No

Take a 5% paycut for more work-life balance?

3


Would you . . .

1. Yes

2. No

Take a 10% paycut for more work-life balance and more interesting work?

3


What Drives Career Decisions What Drives Career Decisions at ConocoPhillips?at ConocoPhillips?

4

45689

1720

31

3 45

9

41

7

1614

0%

10%

20%

30%

40%

50%

Interesting Meaningful Work-Life Salary Supervisory Job Supportive Opportunity Work Work Balance Style Security Climate for Promotion

Based on data from COP workshops held from 2006-2009. 1,960 managers – Engagement Excellence/6 Conversations1,385 people who attended the Mastering My Career workshop

““What factor is most important in choosing your next position?”What factor is most important in choosing your next position?”


The Continuous Development Model ©

5© ConocoPhillips

14© Targeted Learning CLS EE 0110 NTPT6

How many did you check off?

1. 1-7 out of 15

2. 8-11 out of 15

3. 12-15 out of 15


During the job/project you identified, did you experience significant personal growth?

1. Yes

2. No

6


During the job/project you identified, was your productivity

relatively high?

1. Yes

2. No

6


Did the experience give you reason to be optimistic about your future?

1. Yes

2. No

6


Thoughts from the 18th Century

Samuel Johnson, 1709-1784

There is nothing which has yet been

contrived by man, by which so much

happiness is produced as by a good

tavern or inn. (21 Mar. 1776)

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Keys to Helping Employees Meet Their Career Goals at ConocoPhillips

1. Remember that career development and a positive outlook for the future begins with the current job.

2. Clarify the appropriate division of responsibility.

3. Help people find their “sweet spot.”

4. Help people create development plans that really work.

5. Support your people through timely, quality career conversations.

6. Anchor career plans in reality.

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Because happiness is a personal pursuit and cannot be given by one person to another, managers cannot take responsibility for the happiness of their employees. But managers are responsible for creating an environment where people are empowered to make informed decisions that will help them in their pursuit of total personal engagement—and hence, happiness within the current job.

Management’s Responsibility for the Current Job

Key #1: Remember that Career Development

Begins with the Current Job

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Total Personal Engagement

Total Personal Engagement requires a mental connection to the task itself, an emotional connection to the outcomes, a social connection to supervisors, colleagues and customers, and a sense of optimism in the future (hope).

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Total Personal Engagement

Happiness:• Fun • Pleasure• Peace-of-mind• Joy• Excitement• Fulfillment

Growth:• Capability• Knowledge

• Skill

Business Impact:

• Productivity• Innovation• Quality• Contribution

Sustainable Individual and Organization Success

Putting the Pieces Together

• Mental• Emotional• Social• Hope

9


BACK HOME APPLICATION #1:Maximizing Engagement and Career Growth

Don’t try to guess what your people need in order to become fully engaged. Ask them!

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Key #2: Clarify the Appropriate Division of Responsibility

© ConocoPhillips 13

Review the roles and responsibilities listed on page 13 for:

• The Employee

• Supervisors

• The Company


Key #3: Help People Find Their Sweet Spot—The COP Model

COMPETENCE—things you do

naturally well

PASSION—things you love to do

ORGANIZATIONAL NEEDS

a.

c.

d.

e.b.

f.

©

g.

© ConocoPhillips and Zenger/Folkman

14


Help People Find Their Sweet Spot (Continued)

• COMPETENCE—those areas of skill and ability that you do naturally well

• ORGANIZATIONAL NEEDS—Ideas, projects, activities, behaviors, etc. that contribute directly to the organization’s success

• PASSION—Those things that you love to do, independent of how well you do them

© ConocoPhillips and Zenger/Folkman

©

©

©

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Help People Find Their Sweet Spot (Continued)

1. Your direct reports’ best chances for doing work that will keep them fully engaged exist in segment ___.

2. Given the organization’s current needs, the highest priority learning needs of your direct reports probably exist in segment ___, and then segments ___ and ___.

3. Our hobbies may emerge from segments ___ and ___.

4. Long-term career opportunities will emerge from ___ and ___.

Total engagement is only possible when people focus their energies on finding and developing the opportunities that truly fit.

e

e b ac f

e c

14


Key#4: Help People Create Development Plans that Really Work

Growing and Developing

Employees in ConocoPhillips

Experience

Formal Training & Education

Individual Relationships & Feedback

~70%

~20%

~10%

*100 Things You Need to Know: Best People Practices for Managers & HR, Robert W. Eichinger, Michael M. Lombardo, David Ulrich, Lominger Limited, Inc. Minneapolis, USA. 2004

Your role as a manager• Teach the Principle• Provide the opportunities

19© ConocoPhillips


Ability

High

Low

MotivationHigh Low

B C

A D

X

Key #5: Support Your People Through Quality Career Conversations—The Engagement Cycle: Get the Timing Right

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Key #5: Support Your People Through Quality Career Conversations—A Division of Responsibilities for Career Discussions

21

Individual’s Roles and Responsibilities

Manager/Coach’s Roles and Responsibilities

• Initiate and lead the

career discussion.

• Prepare the agenda

(IDP).

• Sometimes initiate. Be

open, available and

supportive.

• Follow the individual’s

agenda.


ConocoPhillipsConocoPhillipsIndividual Development PlanIndividual Development PlanIDPIDP

22 http://estream.conocophillips.net/hr/learning/content/IndividualDevelopmentPlan.doc


ConocoPhillips Resources to ConocoPhillips Resources to Help People Begin the ProcessHelp People Begin the Process

IDPs are required for all employees seeking educational opportunities, mutual development opportunities (most likely a high potential), position changes, or voluntary career changes. Additional requirements should be governed by the local BU or TMT.

IDPs are required for all employees seeking educational opportunities, mutual development opportunities (most likely a high potential), position changes, or voluntary career changes. Additional requirements should be governed by the local BU or TMT.

23© ConocoPhillips


ConocoPhillips Resources to Help ConocoPhillips Resources to Help People Begin the ProcessPeople Begin the Process

• Making Your Mark (available)

• Mastering My Career (available)

The Supervisor’s role:

After the individual creates an IDP, you should discuss it with her/him to ensure:a. It effectively aligns the strengths, needs and interests of the individual with the

business needs and opportunities at ConocoPhillips, andb. That s/he has the support s/he needs to successfully implement the plan.

Workshops Sponsored by ConocoPhillips

Designing My Career (online resources in development)

Self-Study Materials

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Practice Discussion: Decisions, Decisions!

Timings:1. Preparation (5 minutes)2. Hold discussion (10 minutes)3. Debrief (10 minutes)

Roles:Manager viewpoint/role — pages 24 and 25Direct report viewpoint/role — pages 26 and 27Observer notes— pages 28 and 29

Debrief Sequence:1. Direct report and manager read each other’s viewpoints and

everyone completes the assessment on page 302. Manager self-critique3. Direct Report gives feedback to manager4. Observers give feedback to manager

24


Research says:

Having no plan is better than a poor plan! If a career plan is

neither achievable nor supported, it will usually do more harm

than good.

Corporate Leadership Council, 2005

From your own experience, how does a “poor” career plan do more

damage than no plan?

Key #6: Anchor Career Plans in Reality

31


What is a Career Path?What is a Career Path?

A career path is the general direction a person’s career might take. It is defined from several dimensions, but is usually fairly broad in nature, e.g., line or staff, technical or managerial, marketing or operations, research or commercial, upstream or downstream, etc.

31© ConocoPhillips



“Career path implies a well worn route. The

truth is that you make your own way running

around the organizational bushes and

brambles.”

Richard A. Moran

31



In your career, have you:

1. Followed a well-worn route?

2. Made your own way running around the

organizational bushes and brambles?

31


What are the Career Paths at ConocoPhillips*?What are the Career Paths at ConocoPhillips*?

Local Career Paths---Salary and Progression is locally or represented agreement basedManaged locally or by represented agreementLocal professional, clerical or technician ranks

57%

40%

Nationally Based Industry Professions

Salary and Progression are nationally

and/or globally basedBusiness Professional (HR, GSS,

Finance)Downstream Technical

Upstream TechnicalLegal Aviation Medical

Purchasing Non-Technical Sales

~10%Supervisors and

managers

Executive & Senior Management3%

* These figures do not include store/retail employees.


How Does Someone How Does Someone Change Change Career Paths??

• Voluntary

• Mutually directed development

• Business need

• Voluntary

• Mutually directed development

• Business need

Career paths can change under the following Career paths can change under the following circumstances:circumstances:

33© ConocoPhillips


An Important RealityAn Important Reality

33

An Important Reality:

Hope for the future depends less on the opportunities that are

available than it does on the level of access people have to

those opportunities.


The Purpose of TrainingThe Purpose of Training

The purpose of training is not knowledge alone, but action.

As leaders, it is our responsibility to pursue, with courage and

good judgement, the changes that we regard as necessary,

ethical and fair.

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