Career_Development skills enrichment.pptx

Career Skills

1. Career Development Dr. Dimitrios P. Kamsaris

2. Career Development Career development: process of self-knowledge, exploration, and decision-making that shapes career. It requires successfully steering the occupational options to choose and train for jobs that fit personality, skills, and interests. Identify strengths, weaknesses and blind spots and work to improve. Learning about roles and industries Find a match to abilities, seeking out opportunities to advance.

3. How Does Career Development Work? Career development start at young who learn ways to make a living. Part of human development, and process can span a lifetime. Career development choosing an occupation. get the required education and training, apply for and find employment, advance in career. It also include changing careers and jobs. People need professional advice as they encounter problems or must make decisions about their careers, when they are thinking of looking for a new job or changing occupations.

4. Career Development Factors A person's career development is affected by factors in or outside of their control. Personal Characteristics: Personality type, interests, abilities, and work-related values make all of us who we are. They influence which occupations we find satisfying and the types of work environments in which we will succeed. It is important to do a self-assessment to learn about yourself. Financial Resources: Pursuing certain career options can be costly. If you choose an occupation that requires you to attend college, you may be limited by your ability to pay for it. Financial limitations can obstruct you when job-hunting (interview clothes). Financial Obligations: mortgage, rent, student loans may obstruct a person from switching jobs or careers. To combat this, you can try to put money aside to use later during a career change, or you can try to change your lifestyle to lessen your financial burden. Physical, Mental, and Emotional Weakening: Some people are better suited to some careers than to others due to physical and mental abilities or limitations. To become a doctor but don't have a strong academic record in the sciences. Age: age can obstruct to pursue a particular path, advance in career, or make a career change. Instead of focusing on your age, concentrate on your abilities and how motivated you are. Family Obligations: may shop if they take time off from work to take care of children or elderly parents. Outside help with childcare or eldercare may make it easier to continue with a career.

5. Opportunities Many employees need to widen their short-term thinking. As employees are promoted, fewer jobs become available, however persistent to grow skills and experience should be priority for people obtaining value from and adding value to their career. Multiple ways to experience career growth by investing in your career development and progress are available. Job shadow others to learn about different jobs, widen skills and increase the ability to add value. Explore lateral moves to broaden and deepen experience. Being able to handle multiple jobs can add variety to what you do and broaden your skills. Training sessions to increase knowledge in strategies and technologies relevant. Stay up to date on your job and industry. Share terminology, concepts, and team-building with coworkers. Seek a mentor from a different department that you'd like to explore to gain knowledge and introduce yourself to other opportunities.

6. Career Growth and Development Set goals and create a plan to achieve them: successful and satisfied p eople have proactively determined what they want from work. Develop a time and milestones: boss will ensure an internal mentor who help manage career. Utilize company programs: programs to help employees develop the careers. They focus energy on helping employees develop and follow a career path. Own the career path: companies hel p employees, but it is your career path. Write it down: Career paths are the written plan that can help take charge of what is most important to his or her fulfillment and success.

7. Career Development Planning Career Development: process of making decisions for long term learning, to align personal needs of physical or psychological fulfillment with career advancement opportunities. Career Development: alignment of an individual's work-related experiences, leading up to the occupational role. Career Development: occur on individual basis or corporate level. Individual basis: process in which the individual is self-aware of their personal needs and desires for fulfillment in their personal life, in combination with the career they hold. While every person's experiences are unique, this contributes to the different careers that people will acquire over their lifespan.

8. Long Term Careers Steady-State Careers : long term commitments throughout an individual's life. work towards their retirement with specialized skillsets learned throughout their entire life. required to complete a steady process of graduating from medical school and working in medical profession until retired. Steady-state careers: have the same occupational role in an organization for long period and becoming specialized in the area of expertise. Manager worked in the sales industry for long have the knowledge, skills, and attributes regarding managing staff and coordinating job tasks to be fulfilled by subordinates. Linear Careers: requires new initiatives of growth and responsibility upon accepting new roles, every opportunity requires an impact of responsibility and decision making power on organizational environment. Linear career path: involves vertical movement in the hierarchy of management when promoted. Higher-level management position would entail more responsibility regarding decision-making and allocation of resources to effectively and efficiently run a company. Mid-level managers and top-level managers would are having linear careers, as their vertical movement in the organizational hierarchy would also entail more responsibilities for planning, controlling, leading, and organizing managerial tasks.

9. Short Term Careers Short term: temporary work, these are 'Transitory Careers' and 'Spiral Careers'. Transitory Careers: one undergoes frequent job changes, in which each task is not similar to preceding. skills and knowledge of their previous career will not be applicable to their new role. Spiral career: series of non-identical short term jobs, but contribute to skill-building of a specific quality that individuals will accept over their lifetime. slight career transitions to build on different skill sets needed for them to succeed in an organizational environment.

10. Career Development Perspectives Individual vs. Organizational Needs An individual's personal initiatives they pursue are primarily concerned with their personal values, goals, interests, and the path required to fulfill these desires. A degree of control and sense of urgency over a personal career development path can require an individual to pursue additional education or training initiatives to align with their goals. People can be investigative, realistic, artistic, social, enterprising, and conventional, the career path will depend on the characteristic that an individual. The more aware of their personality type, the better alignment of career development and opportunities they obtain. The factors that influence to make career goal decisions relies on environmental factors that affect them. Decisions are based on aspects affecting work-life balance, desires to align career options with their personal values, and the degree of stimulation or growth.

11. Career Development Perspectives Individual vs. Organizational Needs A company can provide career development opportunities through the Human Resources functions of Training and Development. Training and Development purpose: ensure that the strategic planning of the organizational goals will remain adaptable to the demands of a changing environment. HR department responsible for: recruiting and hiring employees, providing clear job descriptions regarding tasks required for the role, opportunities of job rotation, transfers, and promotions. Hiring managers are responsible for: ensuring that subordinates are aware of job tasks, ensure the flow of communication is efficient, nurturing and creating a favorable work environment, long term learning, development, and talent acquisition, training and developing employees and retention and turnover of employees.

12. Social Identity in Career Planning Career planning: balancing the factors of demands in individual's life, socio-demographics factors relating to an individual's age, race, gender, and socio-economic status may influence the extent to which they pursue career planning or opportunities for training and development of skills. The aspects of social identity in relation to the context of finding a balance to the demands in personal life will influence individuals to make decisions to change, adapt, or abandon their career path.

13. Take Control of Your Career Development We are in the era of do-it-yourself career development. Companies less frequently offer formal training. employees change jobs frequently that firms don’t invest in people who will leave. Companies leave employees with skill gaps and blind spots that can derail careers and organizational effectiveness. Managers don’t have time or energy to focus on anyone else’s. Companies would do more to foster career development: encourage more-immediate feedback, develop clear performance criteria, deliver developmental feedback with clarity and tact, and provide resources and incentives for managers to make employee development a priority. Employees must learn to identify their weaknesses, uncover their blind spots, and strengthen their skills.

14. Take Control Understand what you’re evaluated on: What does success look like in your position? What are your job goals and success metrics? Identify these, write down what you understand of and key performance indicators to be. Take them to boss to get their agreement, and engage in dialogue to ensure you stay on the right track. Find blind spots: Top performers are learning and adjusting, and seek feedback from their boss, peers, and subordinates. Codify your learnings: capture feedback and learning by keeping a journal. List skills you need to develop, and rate yourself on each. Focus on low and close skill gaps. Increase visibility with C-suite: hard to get noticed by CEO through work, so you volunteer for initiatives, charity work, company events. This is way to rub elbows with senior people who will see you in action and ideally take notice of your contributions. Become an expert in area of increasing importance to company: Become the expert in your department on an emerging issue. Conduct research and literature reviews, attend conferences, can lead to promotions and other career opportunities. Seek counsel and mentoring: Know the person’s bio, and be prepared to ask a few good questions related to their area of expertise. If things go well, you’ll hear, “If I can help you, let me know.” A week or so later, you can extend an invitation to “continue the conversation” over coffee. In time, a mentor relationship may develop organically.

15. Career Development Model The Career Development Model provides a complete framework for measuring skills and establishing learning outcomes that demonstrate knowledge of self, career paths, and academic and career opportunities. Career decision-making: process, and you can set your own pace in pursuing career development accordingly.

16. Step 1: Assessment Know yourself: identify your values, interests, skills, personal traits and career satisfiers to identify the ingredients of a good career fit: Take self and personality assessments Meet with a career coach for help with assessments and early planning Identify career fields and academic programs that fit your interests and abilities

17. Step 2: Exploration Explore and research career possibilities Find connections between academic programs, experiential learning, previous professional experiences, and careers: Conduct career research and gather information from valuable online resources Gather information on different fields, industries and companies Decide on a major and learn what career paths a major can offer Conduct informational interviews with people in fields that interest you Explore opportunities to gain relevant work experience, such as internships, summer jobs, or volunteer work Attend career and networking events

18. Step 3: Preparation Develop CV and cover letter writing skills; refine your career goals and strategy Through informational interviewing, internships, and part-time/temporary or summer jobs, check and determine a potential career direction: Create an effective resume and cover letter Research graduate schools and visit campuses Learn to present your goals and skills in an elevator pitch Conduct informational interviews and build your network Develop and practice your interview skills Test it out. Obtain an internship. Develop a Career Action Plan

19. Step 4: Implementation Develop and implement your job search or graduate school strategy Develop the skills you need to accomplish your goals: Sharpen your job search skills and develop a list of potential employers Prepare for interviews and practice interviewing skills with a mock interview Network with friends, parents, faculty, alumni and others Gather graduate school application materials and write a personal statement Attend events such as career fairs, company presentations and career-related forums with alumni

20. Step 5: Decision-Making Make an informed and meaningful career decision Gain insight into necessary professional development skills to be successful: Refer back to your career goals, interests, strengths, and values for guidance Analyze job offers university admissions and weigh your options Meet with a career coach to walk through your decision-making

21. Career development and training Professional development: an activity that assists employees further their careers and is aligned with departmental business priorities and management improvement objectives of the government, through courses, programs or learning events sponsored by a variety of service providers. Training: represents an organized, disciplined way to transfer the knowledge and know-how that is required for successful performance in a job, occupation or profession. Career development: process of learning and improving your skills so that you can do your job better and progress to better jobs.

22. Employee development as priority 73% of employers said fostering employee development is important 49% of employees said leadership is following to this practice. 85% of CEOs said that talent management is as important as or more important than other business priorities. 20% leaders surveyed said they often spend time managing talent, 10% review talent management with the company's board of directors. Most organizations could benefit by increasing efforts to establish clear strategies for how talent will be grown from within. Career paths and ladders can be effective strategic tools for achieving positive organizational outcomes. to ensure an organization's continuing growth and productivity.

23. Benefits to the organization Differentiate itself from labor market competitors: organizations that do not invest in training and development of human capital lose valuable employees to their competition. Employers differentiate themselves by investing in their employees' career development and has a positive impact on loyalty.  Retain key employees: Organizations should identify employees who are central to the execution of business strategy and then develop retention plans to meet the needs and expectations of these employees. Providing career paths is an important aspect of retention plans with high potential and moving proven performers into new roles that fit skills developed over time.  Keep younger workers: Employees ' views of work and growth opportunities vary by generation. Generation Y are not interested in pay increases but interested in learning new skills and value a career path. Generations X want pathways to personal growth.  Decrease turnover next to downturn: As the economy recovers from a downturn, employers should be concerned about losing critical and high-potential talent.

24. Develop Traditional Career Paths Corporate initiatives around career planning role-playing with managers on how to discuss career interests use career mapping with their employees. Traditional career ladders are based on the assumption that the individual wishes to continue to climb the ladder as long as employee is able to and that the employer continues to provide opportunities.

25. Career mapping Career mapping: tool used during career planning discussions that help employees think strategically about their career paths and how to meet their career goals within the organization rather than leave it to move ahead. Steps: Self-assessment: manager engages with employee to explore his knowledge , skills and abilities, and past experiences, accomplishments and interests. Individualized career map: identify other positions (lateral of promotion) within company that meet the employee's interests. The position should capitalize on employee's past experiences, interests, motivation and requiring employee to develop a certain degree of new knowledge, skills and abilities (KSAs) to give something to work toward and stay engaged. Exploring other opportunities: within the organization as they become available .

26. Traditional career ladders career advancement strategies Traditional career ladder system: person is hired and through experience , education and opportunity, is promoted to levels that contain additional responsibility and compensation . Progression continues until the individual leaves the employer for another opportunity, retires, reaches a level at which no further promotional opportunities exist, chooses to decline subsequent promotional opportunities or is terminated. Reaching the next level means having the right experiences. Employees do not know what experiences will work best to prepare them. People who have experiences that are accelerators of potential will be more likely to succeed.  Necessary experiences for promotions vary by leadership level. first-level leaders: achieve success if they have had cross-functional experiences midlevel leaders: succeed if they have experiences handling tough challenges, New executive leaders: succeed if they have had high-risk and high-visibility experiences. 

27. Ideal employees Career advancement requires that individuals do all the right things. Ideal employees: Seek high-profile assignments. Rub shoulders with influential leaders. Communicate openly and directly about career aspirations. Seek visibility for their accomplishments. Let their supervisors know of their skills and willingness to contribute. Seek opportunities continually. Learn the political landscape or unwritten rules of the organization. Are not afraid to ask for help.

28. Career advancement strategy profiles Career advancement strategy profiles: Climbers: Individuals  who seek advancement in their organizations by asking for varied assignments, working long hours, networking and seeking greater visibility. Hedgers: Individuals  who use all career tactics available to advance in and outside their current organizations. Scanners:  Individuals who monitor the job market closely and are poised to change jobs, if not organizations, as opportunities arise. Coasters:  Individuals who do little to seek career advancement .

29. Challenges with traditional ladders and paths Manage or not: contributor is first steps on individual's career ladder. Once a person reaches the level of the most experienced individual contributor, he must move into first-line supervision to move ahead. If the individual is interested in making next step and is capable of gaining supervisory competencies , this progression is ok. If he does not want to move into management but wants additional compensation, then there is a problem. Reaction: individual seek employment outside to earn more money. If he is a strong performer, this move is not to the organization's advantage. Response: employers has dual career tracks, which are discussed in the next section of this article. Traditional career ladder: individuals pushed into management without the desire or the skill. Individual is frustrated with new challenges for which he is ill-equipped. Company is frustrated because it has one in a position not working to potential. No desire to climb: Someone who is happy at current level does not aspire to advance and is a solid performer should not be pressured to climb the ladder. Encouraging supervisors to have periodic career discussions with employees to evaluate the current and future aspirations of employees and will help identify those who want to remain in positions and those looking for the next step on career ladders. Obstacles: Career plateaus and career inactivity can block a person's ability to climb the ladder. Career plateau: employees reach a level in which they are either perceived to have reached their limit of progression or the organization does not provide opportunities for future advancement. Employee to look outside for higher-level opportunities.  Career stagnation: person is no longer psychologically engaged in his job and, consequently, becomes less effective. A person does not actively do something to move off the plateau.

30. Job redesign and enlargement Downsizing , new technologies and demographic changes result in flatter organizations that provide less opportunity for career advancement via promotions . Job redesign: continue to challenge employees to do their best work. provide increased challenges and opportunities for employees to get more out of their jobs while staying on the same rung of their ladders. Job enlargement:  involves broadening the scope of a job by varying the number of different tasks to be performed.  involves increasing the depth of the role by adding employee responsibility for planning, organizing and controlling tasks of the job. These strategies can be used to add variety and challenge to a job while allowing the individual to learn new skills and to further refine and develop existing skills to better prepare for advancement opportunities when they do occur. When jobs are enlarged but not enriched, motivational benefits are unlikely. Employees: not properly perceive the changes as enrichment or enlargement. 

31. Job rotation Job rotation: method to provide job enrichment from an employee's perspective. It involves the systematic movement of employees from job to job within. Formal job rotation programs offer customized assignments to promising employees in an effort to give them a view of the entire business. Rotation programs can vary in size and formality, depending on the organization. Low-level workers: gain variety and perspective, so they do not get bored. Managers: broaden their expertise and make them better prepared to move to the next level. Downside to job rotation programs. Increase the workload and decrease productivity for the rotating employee. Line managers are resistant to high-performing employees participating in job rotation programs. Finally, costs are associated with the learning curve on new jobs. By carefully analyzing feasibility, anticipating implementation issues, communicating with and ensuring the support of senior and line managers, and setting up realistic schedules for each position, both large and small organizations can derive value from a job rotation program. 

32. Dual career ladders Dual career ladder: development plan that allows upward mobility for employees without requiring that they be placed into supervisory or managerial positions. A way to advance employees who may have particular technical skills or education but who are not interested or suited to management. Advantages of dual career ladders: offer employees a career path to traditional promotions to supervisory or managerial positions. reduce turnover among valued staff by providing expanded career opportunities and pay raises. encourage employees to continually develop their skills and enhance their value. Dual career ladder programs have the following characteristics: Substantial technical or professional training and expertise beyond the basic level. Rapid innovation. Credentials or licenses. Dual career ladder can become a dumping ground for lower-performing managers. anger from employees not chosen for the program or from managers who feel the dual career employees are receiving similar pay as managers without the added burdens of supervising staff. 

33. Horizontal career paths Horizontal career paths: employees are encouraged to think of career paths both horizontally and vertically. Benefits: For a business with many distinct functions, employees can find challenging and rewarding work, broaden their skills, and contribute in new ways when they move laterally. For the organization, key positions can be filled with demonstrated performers. Horizontal paths can help employees who want to experiment in a related field. Structured programs also help employees quickly understand how their job fits into the overall success of the organization and how they can meet their professional goals at their current workplaces. Lateral career paths may help attract and retain employees from younger generations.

34. Career lattice strategy An appropriate incentives need to be in place to reinforce the desired behavior. Organizations share several common characteristics, including: Employee development is part of the culture and beyond training courses to include rotational assignments or temporary assignments in other functions, roles or locations. Compensation is not reduced from the current level, but employees in developmental roles may not receive the same bonuses or merit increases when making a lateral move. Well-developed competency models lay out the skills and experiences needed to be successful in more senior roles.

35. Accelerated career paths Employees want voice in making their career paths to their life stages. Some projects require high intensity and others do not, but all are important to the organization. Employees acceleration stage have a success on high-intensity projects (mergers, acquisition) that requires work and travel. Employees in dial-down mode for personal reasons, then a lower intensity project would be a better fit. Implementing accelerated and dialed down career paths result in: Improved employee satisfaction in career/life fit. Increased expectations for future satisfaction of career/life fit. Reduced stress knowing the option is available. Retention of top performers .

36. Encore career paths Purpose-driven work in the second half of life has only recently become an issue. Encore career: opportunity to do work that has a social impact after midlife work. Baby Boomers look for jobs that provide them with means and meaning. They held professional and white-collar jobs, have at least a college education, often work 40 or more hours a week, and usually live in or near cities. NGOs have traditionally relied on Baby Boomers to perform volunteer or part-time work that came with only modest salaries. These opportunities are less appealing as people live longer and traditional retirement plans disappear. Employers may want to reshape job descriptions to offer part-time and flexible work options, use online resources to make finding encore jobs easier, and provide education and training to meet new job requirements.

37. Career Paths Outside the Organization Consulting: provide career ladders and promotional opportunities. A new type of consultant has emerged who has previously worked within the corporation. This exit from companies occur for reasons , including lifestyle and family considerations, lack of challenge and internal career progression, early retirement, corporate downsizing or personal choice. Independent consultant: has expertise in an area and markets knowhow to clients. This consultant operates using a business model based on a limited size organization and in a limited geographic area. Although the consultant may not provide a career ladder, the move from an organizational to a consultant role is a move on a career ladder that many people find both personally and financially satisfying. Contingent work: individuals who work as temporary workers, contract workers or project workers. These roles are designed to provide needed work to an organization for a limited time. The reasons people select to pursue contingent work are as varied as the work settings in which the work is performed. Some people see it as a route to permanent full-time employment, a lifestyle decision that allows them to work when they want for as long as they want, or contract work provides variety and challenge as they move from worksite to worksite. For the contingent worker, the traditional employer-employee relationship no longer exists, and people are self-employed in the sense that they control when, where and how they will work. This change in work patterns requires skills portability and lifelong learning as individuals are challenged to maintain their marketability in the business marketplace. From a career ladder perspective, individuals in the contingent workforce choose where they place their ladder. Although they have restricted ability to climb their ladder, they have made the choice that they would prefer to move their ladder from time to time rather than keep their ladder in one place and climb it.