16483 career management_young

Managing our careers – In a globalized world

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Career

• Career is a moving perspective through which the person sees the world and interprets the meaning of success………….

• Depends on People Strategy (Build / Buy) (o)• Depends on Subjective Interpretation (I)

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All for…

• Some basic needs of individuals:– 1– 2– 3– Anymore:

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Career ParadigmExisting or Dying Emergent

Mutual LoyaltyEmployee compliance for loyaltyLoyalty as a barrier to renegotiationStandardized opps, given by the firm

Discrete ExchangeReward for performanceDisclosure and renegotiationContinuous assessment of opportunities

One Employer FocusRelying on firm, firm specific learningJob – training- job

Occupational ExcellenceOccupational loyaltyKeep up on expertise, learn new skills

Top DownHeadquarters decides, Independence low

Organizational EmpowermentFreedom to pursue new ideas/territories

Corporate AllegianceBeing loyal is more important for rewards, social status

Project AllegianceShared commitment of both org and indlOutcome focused – decision for reward

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Career Stages

Career Stage

Life Stage

17-39 40 to 60 60+

Establishment

Advancement

Maintenance

Withdrawal

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Stages in Career of Individual (Nelson & Quick, 2008)

• Establishment– Get to the new job, establish relationships and set

foundation– Ensure transition from outsider to insider (individual)

• Stressors, Reality Shock, Knowing yourself, Set realistic goals, seek feedback and assistance (PATIENCE)– What are the risks (protection against stressors)– What should I know (informational)– How am I doing (evaluation)– Whom do I follow (modeling)– Who cares if I am here or not (emotional) (Nelson, Quick, & Joplin, 1991)

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Stages …

• Advancement stage– Career path – sequences of job experiences along which

employees move during their careers– Career ladder – structured series of job positions through

which an individual progresses in an organization– Finding a mentor– Handling dual-career partnerships, work-home conflicts

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Stages…

• Maintenance Stage – plateauing (?)– Sustaining performance– Becoming a mentor

• Withdrawal Stage– Planning for change– Prepare for retirement• Phased retirement – reduced hours and responsibilities• Bridge employment – between retirement and

permanent withdrawal from the workforce

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Career Anchor• Self perceived talents, motives and values that

guide an individual’s career decisions (Schein, 1985)

– Tech-functional competence – specializing in the given functional area

– Managerial Competence – want general managerial responsibility, want to see their efforts have an impact on org effectiveness

– Security and Stability – long term career stability (geographic, organization)

– Creativity – strong need to create something, often entrepreneurs– Autonomy and Independence – freedom is the key, often people

are uncomfortable working in large organizations (Writers, professors, consultants)

• Emerge over time, may change

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Implications

• Individual responsibility, though organizations may provide some support

• Some key questions to help:– Am I adding real value to my work, myself– Am I plugged in to what is happening around me – Am I trying new ideas, new techniques, new

technologies

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Another View

• Career Models for 21st century– Core versus periphery of organizations– Working for self versus for others• Expert• Generalist/Traditionalist• Portfolio manager• Planned Entrepreneur• Spontaneous Entrepreneur

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Transition in Careers

• Career Counseling/Transition Workshops• Corporate Outplacement Services• Resume Development/training• Interview Generation• Job Search• Social Networks

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Issues professionals face

• Competition• Innovation• Expectation for high performance• Transition (from past or present to the future)• Managing own attitude and aspirations• Developing a mindset – local vs global?• “the politics - *#@¢

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Mid-Life Crisis

• Stage at which individual views success in relation to self image

• Where am I going?• What do I want to do in Life?

– Career Anchor Exploration.– Sabbaticals and breaks– Back to School Programs - Leadership

development

Two specifics in successful:One Mindset, One Skill

Understanding mindsets

• How people and organizations make sense of the world with which they interact.– Limited ability to absorb and process information– Filtration process – Mindsets are products of histories“It guides collection and interpretation of new

information.”

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Global mindset

• Openness to and awareness of diversity across cultures

• Ability to synthesize across cultures and embrace diversity

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Mindset in 2 * 2

NA Diffused

DIFFERENTIATIONOpenness to diversity across cultures and markets

INTEGRATION(Ability to integrate diversity across cultures and markets)

Low

High

Low High

Global Mindset

Parochial Mindset

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Assessing your own mindset

• When interacting with others what impacts the other person’s status? (nationality, caste, religion, region)

• How open am I to ideas from other people representing regions, cultures that are different from my own

• What is the dominant feeling when I am in a new society: Excitement, Fear, Anxiety?

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Outstanding performers

1. What do they have?a. Best credentialsb. Best performance recordc. Best informed about what, where, who

2. Who are they?a. Best technical peopleb. Best networkers

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Importance of networking

• For seeking advancement• Keep updated• Opportunities• Cross-functional teams• New development• Getting decisions implemented• Coordination between department

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What is networking?

• Building and nurturing of personal and professional relationships to create a system or chain of information, contacts and support.

• For business, goal is to develop and maintain relationships with people who could be helpful to:– You– Your organization 22

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What does it take to network?

• Certain mindset:– Attitude of giving – Information– Help– Expecting….

• Build rapport – through common interests, meaningful and balanced two-way communication.

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Two kinds of networker

A. Self-oriented– Who can I sell to? Who might be able to give me

a job lead? What can I get them to buy? How can I convince that they need me?

B. Other-oriented– Who needs to be connected with whom? How

can I help you? I know someone who might be able to help you? Can I have them contact you?

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Barriers to networking

• Lack of self-esteem or confidence in personal skills and abilities

• Difficulty in asking others for help and being unable to reciprocate the favor immediately

• Wanting to reach goal without any special help from others

• Concern about sharing sensitive or competitive information

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Overcoming these barriers

• Think what your issues and resolve them• Make conscious effort• Make a habit

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Strategies

• Organize your current network• Expand your network• Nurture the relationships• Take charge of the situation – how to do that?• Look for everyday opportunities

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