career navigation in turbulent times (wiog)
TRANSCRIPT
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Challenges of the Changing Marketplace:
Career Navigation in Turbulent Times
Barry J HorneExecutive Career Coaching M: (0425) 308 625
E: [email protected] 2016 L: au.linkedin.com/in/barryhorne
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A Career Development Model
Metaphors
Anchors
Engagement
Quality Discussions
OverviewC areer de velopm ent
is an o ngoing process o fca ree r and life exp lo ra tion ,dec ision ma king, p lanning ,
actio n a nd review.It involves self an d
process m anagem en t.
and enterpriseEm ployability
Goal setting
Judy Den ham , Ju ly 2004
ex plo ratio n/alignm en t
Opportun ity
A ct ion planning
Self m arket in g
(D o ) (D isco ver)
(D ecide)
(R eview )
Perform ancea nd satisfaction rev ie w
skill deve lopm en t
e o
C o ntextua l&
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Career developm entis an ongoing process of
career and life explora tion,decis ion m aking, planning,
action and review.It involves self and
process m anagem ent.
and enterpriseEm ployability
G oal setting
Judy Denham, July 2004
exploration/a lignm ent
O pportun ity
Action plann ing
Self m arketing
(Do) (D iscover)
(Decide)
(Review )
Perform anceand satisfaction review
skill developm ent
e
Contextual&
A Career Development Model
Denham (2004–2014)
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Career Metaphors[What Perspectives Are You Taking?]
Inkson (2006)
1 Inheritance
2 Cycles
3 Action
4 Fit
5 Journey
6 Roles
7 Relationships
8 Resource
9 Story
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Metaphor 1: Inheritance
Predetermined Outcomes PassedFrom Background/Family
Experienced as Career Resources or Handicaps
Innate Abilities Social Background Ethnicity Personality Gender Education
Inkson (2006)
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Metaphor 2: Cycles Often Predictable, Identifiable Stages Through Which Expected to Pass
Seasons Spring,
Summer, Autumn, Winter
Career Developmental PhasesGrowth, Exploration, Establishment, Maintenance, Decline (Donald Super)
Inkson (2006)
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Super (1957)
Traditional Career Development Model
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Metaphor 3: ActionImposition of Will in the World
Researching Options
Training / Retraining
Choosing Direction
Seizing Opportunities
Career Building / Constructing / Planning
Inkson (2006)
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Occupational Slots
Niche
Square Peg and Hole!
Individual and Organisational Cultural Alignment Stability of the the Peg (Individual) and Hole (Work)?
Metaphor 4: Fit
Inkson (2006)
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Mobility (or Immobility) Relative to Destination
Direction
Progress
Altitude
Boundary Crossing Geographic, Cultural, Economic Sectors, Industries,
Occupations, Organisations
Metaphor 5: Journey
Inkson (2006)
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Constellation, Acted Out in Theatre of Life
Economic Position Title, Occupational Identity, Consumer, Retired
Social Friend, Citizen, Leisurite, Volunteer
LearnerStudent, Graduate/Alumnus
Family Daughter, Mother, Sister
Metaphor 6: Roles
Inkson (2006)
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Social Networks of Contacts/Interactions
Industry Group Members and Professional Peers
Organisational Colleagues
Clients/Customers/Suppliers
Contacts via Reputation
Metaphor 7: Relationships
Inkson (2006)
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Organisational Inputs Add Economic Value Training as Investment in
Capability
Qualifications + Knowledge + Expertise + Experience + Accomplishments + Credibility/Reputation
Metaphor 8: Resources
Inkson (2006)
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Life Narratives Tell Ourselves / Others
Written Self-Marketing Resumes, Professional Profiles
Verbal Self-MarketingInterviews, Networking
Accomplishments, Selection Criteria Responses
Metaphor 9: Stories
Inkson (2006)
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The 3 Metaphor Categories that I Relate to Most Strongly are:
Career Metaphor Reflection
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Career Anchors [Why Are You Working?]
Functional Expertise
General Managemen
t
Security Creativity
Autonomy
Sense of Service
Pure Challenge
Lifestyle
Schein (1993)
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Anchor General Orientations
Functional Expertise
Work Content Focused. Prefers Advancement in Area of Competence. Perceives General Management as Too Political.
General Management
Analyses and Solves Problems in Context of Uncertainty. Harnesses Resources to Attain Goals. Stimulated by Crisis Situations.
Security Long-term Attachment to Organisation. Conforming. Tends to Dislike Major Disruptions.
Creativity Builds/Creates/Owns Projects. Easily Bored. More Interested in Initiation than Management (e.g. of Processes).
Autonomy Maximum Freedom from Constraints. Sets Own Schedule/Pace. Sense of Service Motivated to Improve World. Aligns Work Activities with Personal
Values in Service of Society. Pure Challenge Single-Minded Focus on Winning. Overcomes Obstacles. Solves
Almost Unsolvable. Defies Odds. Lifestyle Focus on Quality of Life. Seeks Organisations with Family Friendly
Policies and Programs.
Career Anchors
Schein (1993)
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The 3 Career Anchors of Greatest Importance to Me at this Stage of My Career are:
Career Anchor Reflection
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X-Model of Engagement [How Are You Tracking?]
BlessingWhite (2011)
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The Most Effective Career Discussion I Have Ever Experienced…
Was with a Person who was a <Relationship>
Happened in the Context of <Circumstance>
Involved Demonstration by that Person of the following Positive Behaviours:◦ ◦ ◦
Had the following Positive Impacts on My Career:◦ ◦ ◦
Career Discussion Reflection
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National Institute for Career Education and Counselling (UK) Project
5 Major Employing Organisations Employees Referred to Research Team Effectiveness Based on Perceived Value to
Employee 250 Specific Career Conversations Investigated 162 Positive Conversations Reported 118 Receivers and 33 Givers of Career Support
Effective Career Discussions[Are We Communicating?]
Hirsh et al (2001)
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Boss (Appraisal)6%
Boss (Non-Appraisal)
15%
Career/Training Event
8%
Friends/Colleagues8%
Human Resources11%
Specialist Coach/Adviser12%
Formal Mentors/Coaches
14%
Other Manager (On-Going)
8%
Other Manager (S-ingle)18%
Sources of Support
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External 3%
Regular Review Meeting (Boss)
4%Appraisal
7%Event
Triggered8%
Formal Coach-ing/
Mentoring14%Follow-up
14%
Informal Unplanned
21%
Informal Meeting29%
Settings
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Clearer Future DirectionIncreased Self Insight
Career Opportunity InformationPositive Feeling
Job MoveOngoing Dialogue with Organisation
Political AwarenessDevelopment Opportunities
Increased Career SkillsContacts
RetentionSecondment
0 10 20 30 40 50 60 7065
6153
5135
2525
2222
1411
4 Impacts of Positive Discussions
(Cited %)
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Displays Real Interest in Employee Demonstrates Insight Enthuses and is Positive Provides Constructive Challenge/Advice Uses Facilitative Interpersonal Skills Gives Information Offers Honest Feedback (Skills, Potential) Shares Networks Manages Session
NB: Non-Directive, Counselling Behaviours Insufficient !
Effective Behaviour of Givers
Hirsh et al (2001)
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Careers Perceived in Variety of Ways
Individual Employee Anchors Vary
Engagement Levels are Dynamic
Quality Career Discussions Matter!
Summary
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BlessingWhite Inc (2011). Employee Engagement Report 2011 – Beyond the numbers: A practical approach for individuals, managers and executives.
Denham, JE (2004). Employability and Enterprise Skills Course. Edith Cowan University
Hirsh W, Jackson, C, Kidd, J (2001). Straight Talking: Effective Career Discussions at Work.
Inkson, K (2006). Understanding Careers: The Metaphors of Working Lives. Sage Publications
Schein, EH (1993). Career Survival: Strategic Job/Role Planning. Pfieffer & Co
References
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Download The Full Presentation (via SlideShare) A 4-Page Practical Tips Sheet for Givers and Receivers Participating in
Career Discussions at Work (Hirsch, Jackson, Kidd)at au.linkedin.com/in/barryhorne
View An 8-Minute BlessingWhite Video Explaining the X-Model of Engagement
from Both Manager and Employee Perspectives (YouTube) at www.youtube.com/watch?v=gZ3wxgog4nc
Read A 10-Page Academic Paper, Re-Incarnating Life in the Careers of Women
(Pringle & McCulloch Dixon, 2003) Which Proposed an Holistic Life-Career Model
at http://wall.oise.utoronto.ca/inequity/9pringle.pdf
Additional Resources