The Careers Professional as a Change Agent - changing competencies for changing times

Joy Packard Career Management Fellow

qualification credential

certification

PG Dip GC GCDF Instructor

Career Management Fellow

A change agent, or agent of change...

... is someone who intentionally or indirectly causes or accelerates social, cultural, or behavioural change.

dilemma of the change agent

how to influence without authority

“Careers rise prospectively in fragments and fall retrospectively in patterns - a mixture of continuity and discontinuity.”

Karl E. Weick

Nottingham Trent University : Dip CG

me

On Planned Happenstance…“We do not always need a plan to create a career. Instead, we need a plan to act on happenstance— to transform unplanned events into career opportunity.It’s both attitude that you gain and actions you take. It is the view that you can create opportunities by taking action on your curiosity and on chance events.”

John Krumboltz

Sometimes we experience slow shift that results in us drifting off course without realising it, and sometimes our careers have dramatic (fast shift) changes which completely turn our world upside down.”

Jim Bright

GCDF Instructor

2011

2013

a qualification a certification

1 increase urgency

8 make it stick

2 build guiding teams

3 get the vision right

4 communicate for buy-in

5 enable action

6 create short term wins

7 consolidate, keep going

implementing & sustaining the change

engaging & enabling the organisation

creating a climate for change

Activity using Kotter’s 8-steo model

• What is the Change Problem?

• How do you convince your manager?

• How are you going to create change readiness?

• What is your strategy?

• How are you going to implement it?

• How do you make it stick?

Activity: Creating a compelling vision. (Kotter’s 8-step model for change )

“You must be the change you wish to see in the world.”

Mahatma Gandhi

“If you always do what you’ve always done, you’ll always get what you’ve always got.”

Henry Ford

“Every pupil should have multiple opportunities to learn from employers about work, employment and the skills that are valued in the workplace. This can be through a range of enrichment activities including visiting speakers, mentoring and enterprise schemes.” Gatsby Report, Good Career Guidance, 2014

Benchmark 5:Encounters with employers and employees

Benchmark 6:Experiences of workplaces

“Every pupil should have first-hand experiences of the workplace through work visits, work shadowing and/or work experience to help their exploration of career opportunities, and expand their networks.”

Gatsby Report, Good Career Guidance, 2014

Enterprise Activity - Bags for Charity

Enterprise Activity - Bags for Charity

Enterprise Activity - Bags for Charity

Q: If you could talk to your 16-year old self, what advice would you give about jobs and careers?

Q: When you were at school, what did you want to do? Did you even know that at the time?

Q: Where are the jobs in your industry?

Q: What is the best thing about your job? the worst thing?

What would YOU like to ask this person about their career...

School images courtesy of Lisa Mescus

conversations

September October November December January February March April May June July

Yr 11 interviews

VMG Assembile

s

w/c xIntroductio

n to careers

(LM)

Pathways Event

October

Year 7Year 8Year 9Year 10Year 11

EMPLOYER NETWORKING

AND EMPLOYABILITY

EVENT ALL YR 10s

W/c June ?

Yr 10 interviews

Yr 11 interviewsPriorities:; Maths and English list; SLT Mentor List, Bridge students

Yr 11 Enrichment: CVs, Apprenticeships,

Yr 11 Emergencies: 1:1s, drop in clinics

Information, Advice and Guidance Timeline

GCSE exams

Yr 8 Parents Evening

developmental process

reflective practice

peer learning

support and challenge

community of practice

international network

continuous learning

rigorous

inspiring

world class credential membership of

CDI

process is as important as the certification

• Fellow Mentor as Sponsor and review by Fellow

• Mentor Programme for CMA to move to CMP

• Certified by the ICCI Board

• Developing strategic alliances and increased global reach

• Leadership in professional practice.

The certification process is an opportunity to look back…

“Careers rise prospectively in fragments and fall retrospectively in patterns - a mixture of continuity and discontinuity.”

Karl E. Weick

levels of certification

• Career Management Associate (CMA)

• Career Management Practitioner (CMP)

• Career Management Fellow (CMF)

9 validation methods

•A. Courses/training attended and completed

•B. Courses/training presented

•C. Career management materials and/or tools developed and used

•D. Case studies

•E. Assessment by direct observation

•F. Research and publishing

•G. Presentations delivered to third parties

•H. Reviews of books, publications and other materials

quotes from recent certificant

• It such an exciting document to have complete. Not only is the feeling of accomplishment and having a thorough document which validates your competencies but it also allows those career practitioners who are working in less traditional roles, to set the bar higher and to inspire other and or future practitioners to the types of work we do, to support, navigate, strategize and empower our clients to achieve not only their career goals but largely their personal. It is a wonderful feeling having a document validated on an international level. The more people who complete this certification in both traditional and non-traditional roles, the more attention will be placed on the importance of staying current, sharing innovative ways to service our clients and setting higher standards on national and international levels.

• Visit: www.careercertification.org or see handout for specific competencies.

“It also seems probable that the most creative thinking occurs at the meeting place of disciplines. At the centre of any tradition, it is easy to become blind to alternatives. At the edges, where lines are blurred, it is easier to imagine that the world might be different. Vision often arises from confusion.”

Mary Catherine Bateson

• Arthur, M.B. & Rousseau, D.M. (Eds.) (1996). The Boundaryless Career: a new employment principle for a new organisational era. Oxford University Press

• Colin, A. & Young,R.A. Ed. (2000).T he Future of Career. Cambridge University Press.

• Holman,J. (2014). Good Career Guidance. Gatesby Foundation.

• Kotter, J. P. (2012). Leading Change. Harvard Business Review Press.

• Ofsted Survey Report. (2013). Careers Guidance in Schools: going in the right direction?. GOV.UK

• Department of Education. (2015). STATUTORY GUIDANCE. Careers guidance and inspiration for young people in schools. GOV.UK

• Shaw, P. (2002). Changing Conversations in Organisations: A Complexity Approach to Change. Routledge

• Weick, K.E, (1979). Sensemaking in Organisations, Thousand Oaks, CA

References

The Careers Professional as a Change Agent - changing competencies for changing times

Joy Packard Dip CG / GCDF Instructor / Career Management Fellow

Joy.packard@mac.com ++ 44 7801 821 988

Skye: joypackard