creating your career gps - newland associates€¦ · group discussion: can you think of some...

Creating Your Career GPS

Presented by: Career Partners International, Florida Caribbean

An MBE Certified Organization

Career Partners International (CPI)

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© Copyright 2012 - Career Partners International

Se

rvic

es

Executive Search

Leader Development

Career Transition

Talent Management

Ab

ou

t C

PI

45 countries

Over 220 locations

2,000 consultants

25 years in business F

lo

rid

a/C

arib

bea

n

Miami

Ft. Lauderdale

Orlando

Tampa Bay

Jacksonville

Palm Beach

San Juan, PR

Career Partners International has unique business model. A private company (LLC), all 72 equity owners are operators of the business who live in the regions they serve. This model makes a unique and strong

bond, not just to the financial success of the business, but also to the communities they serve.

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Pick one

Two Models

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© Copyright 2012- Career Partners International

Model: Option 1

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I’m obese

Must diet

Start Monday

Model: Option 2

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Un-healthy lifestyle

Want to take

care of myself

Get a medical check up

Read, consult, options

Set goals

Diet, exercise, spiritual

plan

Execute, track, adjust

• Model 1

• Model 2

Why?

Which model do you think is best?

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Which model do we follow for Career Management?

• How to live a healthy life

• How to have a great marriage

• How to raise children

• How to manage our careers

The things we don’t learn in school

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Traditional Career Management Model: Employer View

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Employee goals

Supervise Measure Feedback Merit Pay Succession

Plan

Once a year performance evaluation at best

Arbitrary pay increases Work hard and you’ll be

manager!

Traditional Career Management Model: Employee View

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Get selected Learn & develop

Execute the job

Pay increases, get promoted

Succession plan

Get selected

Get stuck Go to

training Start

“PRESENTISM” Or leave

Or get asked to leave

Traditional Career Management will often:

• Cause PRESENTISM

• Lead to departures

• Damage culture

• Impact organizational performance

What we know…

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• What initiatives do you know of or have in place to re-engage your workers in mid to late careers?

• How do you keep employees from becoming stale?

• After a restructuring, what have you done (or would you do) to help employees determine their next career steps?

Group discussion:

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Productivity & Financial Performance

• Fortune 500 companies in the lowest profitability quartile had 50% fewer “engaged” employees compared to those in the top quartile. (PeopleMetrics)

• Emotional engagement is 4 times more valuable as rational engagement in driving employee effort. (Corporate Leadership Council)

• An inverse relationship between employee engagement and the cost of goods sold. (Towers Perrin & AARP)

• Up to 30 percent of the variance in financial results can be explained by differences in organizational climate (Hay Group)

What is the impact & cost?

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Retaining the Best Talent

• Employees stay with their organizations when they believe it is in their self-interest, but they exert discretionary effort when they believe in the value of their job, their team, or their organization. (Corporate Leadership Council)

• 25% of High Potential employees are planning to leave their jobs in the next 12 months (Corporate Executive Board)

• Cost of turnover in management positions often costs 150% of annual salary (Dunn & Bradstreet)

• The number of U.S. people in the workforce aged 65 and older will have grown by 84% between 2006 and 2016. (US BLS)

What is the impact & cost?

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Bringing math to the matter at hand

30% Variance in Financial Results

• Revenues = $100M

• Profit = 20% or $20 M

• 30% Variance = +/- $6M

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25% of HIPO’s Planning to Leave

• # of HIPO’s in organization = 20

• Average total compensation = $175k

• 25% leaving = 5

• Cost of turnover = 150% of total compensation

• Total cost of turnover = More than $1.3M

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With permission from Tammy Erickson, excerpted from Shape Shift presentation.


20th Century vs. 21st Century

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10%

temps

5%

other

50% temps,

retirees, contract

50%

full-time

staff

85%

full-time

staff

Source: Plan B for Boomers, McKay & Taft.

A new model for career management…

• Career management for internal growth

• Shifts responsibility from employer to employee

• Create a safe environment to: • Self-examine skills & capabilities

• Determine career options

• Create an action plan

• Revive career passion/drive

• Manage oneself up or out

• Engage management in proactive career management

• Goal: To create a structured introspection…much more than just resume development & interviewing skills

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Create Your Career GPS Method

Structured Introspection

Trends, opportunities & letting go

Self-awareness & career enhancement

Challenges & Barriers

Career plan development

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Group Discussion: Can you think of some benefits of Empowered Career Development?

• Instill employee ownership of managing their career

• Enhance engagement of employees and/or respond to poor engagement scores

• Increase employee morale/commitment

• Address skill gaps and/or performance issues

• Increase retention and/or lower turnover

• Improve success of new hires/internal transfers or promotions

• Ensure alignment/fit for positions

• Reduce culture of employee entitlement/lack of accountability

• Increase talent pool for succession planning

• Helping employees and managers identify additional options for those ready to transition to a new role

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Trends, opportunities & letting go

• What are the current trends in the world of work today?

• Myths & facts about careers

• What are my expectations about work?

• What am I holding onto that gets in the way of what I want at work?

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Letting go: The Results Model

RESULTS

ACTION

EVENTS

Perspectives C

han

ge

Sign

ific

ant

*Used with permission by Greg Cortopassi, Conscious Leadership.

• I Can’t (Impossible)

• Not Broken = Do not improve

• External circumstances are controlling me

• Rigid

• Closed & Fearful

• Buys into unconfirmed stories

• Sees change as the “enemy”

• Resisting & Rejecting

• Leadership is a role available to a few

Restrictive / Expansive Perspectives

Restrictive… • I Can (I’m possible)

• Continuous Improvement

• Internal choices are controlling me

• Flexible

• Open & Curious

• Confirms truth

• Sees change as an opportunity

• Willing & Engaged

• Leadership is a Behavior available to ALL

Expansive…

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Self-awareness & career enhancement

• How do my interest and competencies align with what I’m doing?

• How am I leveraging my talents, motives, skills, and abilities?

• What are other areas of focus I could explore to further contribute to my organization?

• How can I apply this for career renewal?

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Challenges & Barriers

• What personal boundaries are preventing me from moving ahead?

• What’s my comfort zone and what are the implications to my career choices, decisions and performance?

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Exercise: Challenges and Barriers • What keeps you from getting outside

your comfort zone? • What is the worst thing that could

happen if you did something outside of your comfort zone?

• What is the best thing? • How will you grow and change by

doing something outside of your comfort zone? What will you learn?

• What steps did you take to make

something that was once in your adventure or panic zone into part of your current comfort zone?

• What one thing will you do this week outside of your comfort zone?

Panic Zone

Adventure Zone

Comfort Zone

Career plan development

• What is my contribution statement?

• What is important to me in my career and where should I focus time and attention?

• Building a powerful career plan

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Building a powerful career plan

Structured Introspection

• Trends, opportunities & letting go

• Self-awareness & career enhancement

• Challenges & Barriers

• Career plan development

Your Career GPS

• Self-examine skills & capabilities

• Determine career options

• Create an action plan

• Revive career passion/drive

• Manage oneself up or out

• Engage management in proactive career management

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Situation:

• Organization realized that employees were lacking skills after a major restructuring

• Employer concerns over commitment to new career paths

• Engagement was lacking

• Employee concerns over job security

Solution:

• Proactive career management workshops

• Forums/technology centers for career assessments

• Four weekly one on one career coaching over a 1-month period

• ID career interests and skills gaps, create personalized action plans

• Transition out plans when needed

Case Study

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Results:

• CEO described the program as key to facilitate culture change

• Move from command and control to more localized decision making

• Participants acquiring new skills, taking additional responsibilities, working with mentors and even going back to school

• Renewed sense of commitment and improved job clarity

• Employee engagement increased, individuals began to own the management of their careers

• Based on the success, management expanded the program to all employees

Case Study

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0 0 0 0

1

0 0

1

0 0

3

1

12

6

11

0

2

4

6

8

10

12

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This program was a goodinvestment of my time and of

the company's resources

I am confident in SeniorManagement's support inreinforcing the program's

content

I recommend this program toothers in the organization

Strongly Disagree

Disagree

Somewhat Agree

Agree

Strongly Agree

Case Study

Robert Newland

Career Partners International President & CEO, Florida Caribbean Region

Chair, Global Research Institute

Phone: 888-739-8504

Email: [email protected]

Web: www.CPI-Florida.com

LinkedIn: www.linkedin.com/in/newland/

Thank You! Questions?

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Creating Your Career GPS

creating your career gps - newland associates€¦ · group discussion: can you think of some...

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