whose career is it anyway?

Whose Career is it Anyway?Career Development in the 21st Century

The Changing Face of Business

Steady State Markets

HIGH

MEDIUM

LOW

Time

Organisational Performance

HIGH

MEDIUM

LOW

Time

Organisational Performance

The Impact Of Disruption

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…

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

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

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

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

Factors for Promotion

High performance in your current job is mandatory!



Advice

Fortify yourself with knowledge



Advice


Broaden experience and raise profile



Advice



Look for new responsibilities



Advice



Ask for feedback




Advice


Confront yourself


Ask for feedback


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?

Career Competences

Engaging inpersonaldevelopment

Using career planning & tactics

Balancing work and non-work

Optimisingyoursituation

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

The Eight Career Anchors

General Management Technical Functional Autonomy/Independence Entrepreneurial Creativity Pure Challenge Security/Stability Service/Dedication to a Cause Lifestyle

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Optimisingyoursituation

Using Career Planning & Tactics

Planning

1. I have definite goals for my career over my lifetime


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

Career Planning & Tactics

Tactics

1. I try to have as much visibility and exposure to my bosses as I can


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


Individual Career Planning correlates directly with:


Salary growth Promotions Career

performanceCareer

satisfaction



Salary growth

Career performance

Career satisfaction

Individual Tactics correlate directly with:

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.

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


Work Life Balance


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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

Engaging in Personal Development

Get good at getting what you want!




Get good at getting things done!




Get good at having good ideas!






Get good at getting on with other people!

Get good at having good ideas!


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

Bringing out the best in People

whose career is it anyway?

Leadership & Management