creating your career gps - newland associates€¦ · group discussion: can you think of some...
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Creating Your Career GPS
Presented by: Career Partners International, Florida Caribbean
An MBE Certified Organization
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Career Partners International (CPI)
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© Copyright 2012 - Career Partners International
Se
rvic
es
Executive Search
Leader Development
Career Transition
Talent Management
Ab
ou
t C
PI
45 countries
Over 220 locations
2,000 consultants
25 years in business F
lo
rid
a/C
arib
bea
n
Miami
Ft. Lauderdale
Orlando
Tampa Bay
Jacksonville
Palm Beach
San Juan, PR
Career Partners International has unique business model. A private company (LLC), all 72 equity owners are operators of the business who live in the regions they serve. This model makes a unique and strong
bond, not just to the financial success of the business, but also to the communities they serve.
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Pick one
Two Models
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Model: Option 1
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I’m obese
Must diet
Start Monday
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Model: Option 2
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Un-healthy lifestyle
Want to take
care of myself
Get a medical check up
Read, consult, options
Set goals
Diet, exercise, spiritual
plan
Execute, track, adjust
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• Model 1
• Model 2
Why?
Which model do you think is best?
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Which model do we follow for Career Management?
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• How to live a healthy life
• How to have a great marriage
• How to raise children
• How to manage our careers
The things we don’t learn in school
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Traditional Career Management Model: Employer View
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Employee goals
Supervise Measure Feedback Merit Pay Succession
Plan
Once a year performance evaluation at best
Arbitrary pay increases Work hard and you’ll be
manager!
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Traditional Career Management Model: Employee View
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Get selected Learn & develop
Execute the job
Pay increases, get promoted
Succession plan
Get selected
Get stuck Go to
training Start
“PRESENTISM” Or leave
Or get asked to leave
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Traditional Career Management will often:
• Cause PRESENTISM
• Lead to departures
• Damage culture
• Impact organizational performance
What we know…
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• What initiatives do you know of or have in place to re-engage your workers in mid to late careers?
• How do you keep employees from becoming stale?
• After a restructuring, what have you done (or would you do) to help employees determine their next career steps?
Group discussion:
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Productivity & Financial Performance
• Fortune 500 companies in the lowest profitability quartile had 50% fewer “engaged” employees compared to those in the top quartile. (PeopleMetrics)
• Emotional engagement is 4 times more valuable as rational engagement in driving employee effort. (Corporate Leadership Council)
• An inverse relationship between employee engagement and the cost of goods sold. (Towers Perrin & AARP)
• Up to 30 percent of the variance in financial results can be explained by differences in organizational climate (Hay Group)
What is the impact & cost?
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Retaining the Best Talent
• Employees stay with their organizations when they believe it is in their self-interest, but they exert discretionary effort when they believe in the value of their job, their team, or their organization. (Corporate Leadership Council)
• 25% of High Potential employees are planning to leave their jobs in the next 12 months (Corporate Executive Board)
• Cost of turnover in management positions often costs 150% of annual salary (Dunn & Bradstreet)
• The number of U.S. people in the workforce aged 65 and older will have grown by 84% between 2006 and 2016. (US BLS)
What is the impact & cost?
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Bringing math to the matter at hand
30% Variance in Financial Results
• Revenues = $100M
• Profit = 20% or $20 M
• 30% Variance = +/- $6M
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25% of HIPO’s Planning to Leave
• # of HIPO’s in organization = 20
• Average total compensation = $175k
• 25% leaving = 5
• Cost of turnover = 150% of total compensation
• Total cost of turnover = More than $1.3M
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With permission from Tammy Erickson, excerpted from Shape Shift presentation.
© Copyright 2013 - Career Partners International
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20th Century vs. 21st Century
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10%
temps
5%
other
50% temps,
retirees, contract
50%
full-time
staff
85%
full-time
staff
Source: Plan B for Boomers, McKay & Taft.
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A new model for career management…
• Career management for internal growth
• Shifts responsibility from employer to employee
• Create a safe environment to: • Self-examine skills & capabilities
• Determine career options
• Create an action plan
• Revive career passion/drive
• Manage oneself up or out
• Engage management in proactive career management
• Goal: To create a structured introspection…much more than just resume development & interviewing skills
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Create Your Career GPS Method
Structured Introspection
Trends, opportunities & letting go
Self-awareness & career enhancement
Challenges & Barriers
Career plan development
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Group Discussion: Can you think of some benefits of Empowered Career Development?
• Instill employee ownership of managing their career
• Enhance engagement of employees and/or respond to poor engagement scores
• Increase employee morale/commitment
• Address skill gaps and/or performance issues
• Increase retention and/or lower turnover
• Improve success of new hires/internal transfers or promotions
• Ensure alignment/fit for positions
• Reduce culture of employee entitlement/lack of accountability
• Increase talent pool for succession planning
• Helping employees and managers identify additional options for those ready to transition to a new role
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Trends, opportunities & letting go
• What are the current trends in the world of work today?
• Myths & facts about careers
• What are my expectations about work?
• What am I holding onto that gets in the way of what I want at work?
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Letting go: The Results Model
RESULTS
ACTION
EVENTS
Perspectives C
han
ge
Sign
ific
ant
*Used with permission by Greg Cortopassi, Conscious Leadership.
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• I Can’t (Impossible)
• Not Broken = Do not improve
• External circumstances are controlling me
• Rigid
• Closed & Fearful
• Buys into unconfirmed stories
• Sees change as the “enemy”
• Resisting & Rejecting
• Leadership is a role available to a few
Restrictive / Expansive Perspectives
Restrictive… • I Can (I’m possible)
• Continuous Improvement
• Internal choices are controlling me
• Flexible
• Open & Curious
• Confirms truth
• Sees change as an opportunity
• Willing & Engaged
• Leadership is a Behavior available to ALL
Expansive…
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Self-awareness & career enhancement
• How do my interest and competencies align with what I’m doing?
• How am I leveraging my talents, motives, skills, and abilities?
• What are other areas of focus I could explore to further contribute to my organization?
• How can I apply this for career renewal?
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Challenges & Barriers
• What personal boundaries are preventing me from moving ahead?
• What’s my comfort zone and what are the implications to my career choices, decisions and performance?
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Exercise: Challenges and Barriers • What keeps you from getting outside
your comfort zone? • What is the worst thing that could
happen if you did something outside of your comfort zone?
• What is the best thing? • How will you grow and change by
doing something outside of your comfort zone? What will you learn?
• What steps did you take to make
something that was once in your adventure or panic zone into part of your current comfort zone?
• What one thing will you do this week outside of your comfort zone?
Panic Zone
Adventure Zone
Comfort Zone
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Career plan development
• What is my contribution statement?
• What is important to me in my career and where should I focus time and attention?
• Building a powerful career plan
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Building a powerful career plan
Structured Introspection
• Trends, opportunities & letting go
• Self-awareness & career enhancement
• Challenges & Barriers
• Career plan development
Your Career GPS
• Self-examine skills & capabilities
• Determine career options
• Create an action plan
• Revive career passion/drive
• Manage oneself up or out
• Engage management in proactive career management
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Situation:
• Organization realized that employees were lacking skills after a major restructuring
• Employer concerns over commitment to new career paths
• Engagement was lacking
• Employee concerns over job security
Solution:
• Proactive career management workshops
• Forums/technology centers for career assessments
• Four weekly one on one career coaching over a 1-month period
• ID career interests and skills gaps, create personalized action plans
• Transition out plans when needed
Case Study
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Results:
• CEO described the program as key to facilitate culture change
• Move from command and control to more localized decision making
• Participants acquiring new skills, taking additional responsibilities, working with mentors and even going back to school
• Renewed sense of commitment and improved job clarity
• Employee engagement increased, individuals began to own the management of their careers
• Based on the success, management expanded the program to all employees
Case Study
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0 0 0 0
1
0 0
1
0 0
3
1
12
6
11
0
2
4
6
8
10
12
14
This program was a goodinvestment of my time and of
the company's resources
I am confident in SeniorManagement's support inreinforcing the program's
content
I recommend this program toothers in the organization
Strongly Disagree
Disagree
Somewhat Agree
Agree
Strongly Agree
Case Study
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Robert Newland
Career Partners International President & CEO, Florida Caribbean Region
Chair, Global Research Institute
Phone: 888-739-8504
Email: [email protected]
Web: www.CPI-Florida.com
LinkedIn: www.linkedin.com/in/newland/
Thank You! Questions?
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Creating Your Career GPS