November 14 Personal Career Management © 2001 by Prentice Hall and Anne S. Tsui, 2002 9-1

November 14November 14Personal Career

Management

© 2001 by Prentice Hall and Anne S. Tsui, 2002 9-1


Learning Objective – at the end of this topic, you should be able to: Identify the challenges in managing the career

development of employees. Link employee career development to

organization HR planning. Establish a process for helping employees

develop their careers. Understand the importance of dual-career

issues in career development. Develop and implement a personal career

development plan (Nov. 14).Read chapter 9: page 313 – 316 + 3 assessment questionnaires


Career Planning and Development

OrganizationalHR & career planning

EmployeeCareer management

Career Paths

Skills Inventories

Succession Planning

Career DevelopmentProcess

Self Assessment

Development

Planning


The Personal Career Management Process

Assessment Phase

Planning Phase

DevelopmentPhase

Life & career


DO YOU KNOW WHERE YOU ARE GOING TO? Diana Ross

“If you don’t know where you are going, you’d probably end up somewhere else.” – In What Color is Your Parachute by D. Campbell

Mission statement What do you to be when you grow up (career and life?

Career Plan What career steps and preparation are fulfill your mission?

Vision Where you will be in 5 to 10 years? How did you get

there? Who will you be as a person?


The Assessment Phase of Personal Career Management

Self-Assessment Self-assessment is increasingly important for

individual to ensure a successful and rewarding careers

Self-assessment usually involves doing skills assessment exercises, completing an interests inventory, and clarifying values and styles.

Other Assessment Feedback from others at work Feedback from others outside of work


Common Self Assessment Approaches

Career workbooks

Career-planning workshops

Assessment centers

Psychological testing

Myers-Briggs Type Indicators

Cultural Values

Career Anchors

Strengths and weaknesses


Myers-Briggs Types Indicators - Jung

All people can be classified using three criteria: Extroversion versus introversion (E/I)– source of

energy – external versus internalSensing versus intuition (S/I) – method of information

perception – outside world versus internal/imagery world

Thinking versus Feeling (T/F) – mode of decision making – logic versus emotion

Judging versus perceiving (J/P) – approach to implementation – according to plan versus improvisation


What Type are you? - One example ENJF – 1, 56, 44, 67(www.humanmetrics.com)

Slightly extroverted, moderately intuitive and judging, and high on feeling.

A benevolent teacher – helpers and enablersGlobal learner – can juggle multiple projects, manage detailsQuick on conclusions about people and their motivesLooks for better ways to benefit family, staff or organization

But, don’t treat the description as a palmist’ essay. Focus on the implications for

a. how your approach information and peopleb. your decision on job and career choices


Cultural Values - Schwartz

Values are beliefs about end states that guide behavior and decisions

9 instrumental values and terminal values that describe people in different cultures

About half are individualistic values and other half are collectivistic values

See handouts on definition of 9 values and relation among them


What are you values? One example Self-direction 13 Stimulation 7

Achievement 13 Power 4

Security/peace 21 Conformity 9 Tradition 12

Benevolence 19 Universalism 19

Openness to change 10

Self enhancement 8.5

Conservation 14

Self transcendence 19

Individualism 9.25

Collectivism 13.33


Career Anchors - Schein A combination of motivating factors, ideas, values, interests,

and constraints that Guide, stabilize, and integrate career choices

Six anchors1. Manager: chooses to influence, guide and develop others.2. Entrepreneur/creator: prefers to be creative, innovative,

challenged.3. Technical: enjoys being an expert or specialist.4. Autonomous: prefers to be free and flexible.5. Warrior/adventurer: craves variety, adventure, and trouble

shooting.6. Security: wants a life style assured of financial and

geographic concerns.


Career Anchors – An Example

Manager Warrior Entrepreneur Technical Autonomy Security

20

15

10

5

7

1213

15

12

5


Vocational Interest Inventory - Campbell

Interests/skills

Influencing Management, Law/Politics, public speaking, sales, advertising/marketing

Organizing Supervision, financial services, office work

Helping Adult and child development, counseling, religious activities, medical practice

Creating Art/design, performing arts, writing, fashion, culinary arts

Analyzing Mathematics, sciences, engineering

Producing Mechanical crafts, woodworking, farming/ forestry, plants/gardens, animal care

Adventuring Athletics/physical fitness, military/law enforcement, explorers

Occupational themes


Skills assessment – what are your strengths and weaknesses?

Communication Interpersonal relationship

Leadership Time management Stress management Conflict management

Hard Truth about Soft Skills


A Personal Mission Statement and Career Plan

I. MISSION STATEMENT What are your core values and interests? What are your priorities and mission in life? II. CAREER PLAN What are your skill strengths and weaknesses? What careers might make sense for your future? What specific jobs make sense for your career? What actions should you take to achieve these goals?

a. In the next two years.b. In the next five years.

III. VISIONING Imagine it is 2010. The HKUST newsletter has written a feature article about you – an accomplished alumnus. Write the “story” about yourself, what you have achieved and what have you done to reach your goals.


The Planning Phase of Personal Career Development Periodic update of Personal Mission

Statement and Career Plan Long term life goals Short term career goals Changes in life and circumstances

Seek Information where are the jobs that interest you? what the organizations and locations?

Make decisions what are the trade-offs? Does it open or close options?


The Development Phase of Personal Career Management

Seek or Develop Mentors

Active feedback seeking and act upon them

Volunteer for developmental assignments

Engage in continuing education and learning – lots of “self-help” books out there

There is always good returns on education – degreed or non degreed


Career Strategy versus Strategist

A strategy is a planned and focused approach to managing one’s career

A strategist focuses on how to get ahead using political means rather than through good performance and preparation for opportunities


Effective Career Strategies

Excellent self knowledge A living personal mission statement Current organization and industry

knowledge Consistent outstanding job performance Build broad disconnected relationships Continuing education and learning


Thinking Questions on Careers Do you agree or disagree with this saying, “If you

don’t know where you are going, you’d probably end up somewhere else”? Justify why you agree or disagree.

What are some of the common assessment instruments that are useful for career planning? Name and explain three of them.

What are some of the “soft skills” that are important for career success and how can these skills be developed?

Documents

November 14 Personal Career Management © 2001 by Prentice Hall and Anne S. Tsui, 2002 9-1