© targeted learning career leadership skills: maximizing employee engagement and happiness at work...
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© 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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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
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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
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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
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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
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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
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Would you . . .
1. Yes
2. No
Take a 5% paycut in exchange for significantly more interesting work?
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Would you . . .
1. Yes
2. No
Take a 5% paycut for more work-life balance?
3
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Would you . . .
1. Yes
2. No
Take a 10% paycut for more work-life balance and more interesting work?
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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?”
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The Continuous Development Model ©
5© ConocoPhillips
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How many did you check off?
1. 1-7 out of 15
2. 8-11 out of 15
3. 12-15 out of 15
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During the job/project you identified, did you experience significant personal growth?
1. Yes
2. No
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During the job/project you identified, was your productivity
relatively high?
1. Yes
2. No
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Did the experience give you reason to be optimistic about your future?
1. Yes
2. No
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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
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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
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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
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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
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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
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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
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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.
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ConocoPhillipsConocoPhillipsIndividual Development PlanIndividual Development PlanIDPIDP
22 http://estream.conocophillips.net/hr/learning/content/IndividualDevelopmentPlan.doc
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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
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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
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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
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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
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What is a Career Path?What is a Career Path?
“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
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What is a Career Path?What is a Career Path?
In your career, have you:
1. Followed a well-worn route?
2. Made your own way running around the
organizational bushes and brambles?
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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.
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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
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What Influences Career What Influences Career Path Opportunities?Path Opportunities?
33© ConocoPhillips
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An Important RealityAn Important Reality
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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.
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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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