Exploring Career Development at Charles Sturt University

Organisational Development

Charles Sturt University

Revised January 2007

Workshop ObjectivesAfter participation in this workshop you should be ableto:• Identify career development theories• Gain awareness of options, pathways and access to

career development support at the University • Integrate career objectives into performance

management plans• Plan and set goals to work towards career options• Implement and review a career development action

plan

Career Development at CSUCareer Development sits within the Continuing Professional Development Framework developed by Organisational Development.

The CPD Framework seeks to align human resource systems (e.g. Recruitment & Selection, Induction and Development, PerformanceManagement) so staff can increase their understanding and knowledge, and/or improve their skills and abilities to maintain or enhance professional performance.

Strategies will include staff development programs, leadership and management programs, career development, coaching and mentoring.

Career Development at CSU

consists of the following components:

1. Career planning

2. Career development

3. Career management

Career definitions at the UniversityCareer PlanningThe career planning process at Charles Sturt University involves the staff member undertaking self-assessment, identifying and exploring career options, setting goals, planning action steps to achieve those goals, and taking action in accordance with the career plan.

(from résumés & Résumé Writing Services, viewed 28 April 2005, <http://www.eresumes.com/eglossary.html>)

Career definitions at the UniversityCareer DevelopmentCareer development at CSU is a processwhere staff initiate action to develop the skills, knowledge and experience to prepare for a future position at a similar or different level with CSU or another organisation.

(adapted from Sofo, F. 1999, Human resource development: perspectives, roles and practice choices. Business & Professional Publishing, Warriewood, NSW, p. 65)

Career definitions at the UniversityCareer Management

Career management is concerned with aligning

the staff member’s career needs with the

University’s workforce needs and providing

supervisor and system support through schemes

such as performance management,

professional development, rewards and recognition and academic staff promotion.

(adapted from the University of Wollongong Career Development Policy, viewed 28 April 2005, <http://staff.uow.edu.au/cdu/policyprocedure/CDPpolicy.html>)

Career definitions at the UniversityCareer Development Support

Career development support refers to the

support and resources provided by the

University to enhance the work-related

knowledge, skills and abilities of staff to increase their potential to contribute to the goals of the University. These activities are outlined in the ‘Support for the Professional Development of CSU Staff (Guidelines)’.http://www.csu.edu.au/adminman/hum/humanresources.htm

Career choices and directionFour career concepts feature in the ways people view the ideal career. The Linear Career Concept• Starting at the bottom and working upwards to successively higher positions with more responsibility, authority and

salary.• Motives underlying this concept involve achievement,

power or influence.• Challenges underlying this concept include fierce

competition for senior positions because of the number of baby boomers currently in the workforce.

Career choices and directionThe Expert Career Concept• Finding work which fits one’s ‘calling’ and becoming more skilled and competent in this field.• Success is defined by the level of technical expertise and not the

level of salary, number of work benefits, or the level of authority.• People tend to stay in this field until they retire. Eg. Doctor,

engineer, financial analyst, lawyer, accountant.• Motives underlying this concept are technical competence,

expertise and security.• Challenges involve the need to keep up to date with the fast pace

of technological change and corporate and restructuring programs which may pose a threat to job security.

Career choices and directionThe Spiral Career Concept• Involves a number of related lateral moves between functional areas. This may occur every 5 to 10 years.• Combination of a broadening of experience and a

continuous challenge of new tasks with slower or no upward movement on a career ladder.

• Key motives are creativity, personal growth and increasing capability and an interest in developing other people.

• A key challenge is to find organisations who will support the development of knowledge and skills over time (this is now becoming more common).

Career choices and directionThe Transitory Career Concept• Involves a lot of movement with a ‘consistent pattern of inconsistency’.• Careers consist of a smorgasbord of experiences and jobs or the type of work are changed on the average of every 2 to 4 years.• Modest or no emphasis on upward movement.• Key motives are variety, uniqueness, independence and interpersonal contacts.• Key challenges may be finding organisations that support individual renewal, growth and change.

The chaos theory and career planning• Careers can be a combination of control and

chance.• There is now a trend from the linear career

system to a multidirectional career system.• A high percentage of people report that an

unplanned event has had considerable influence upon career decisions.

• A woman’s career development may ensue in a completely different manner than a man’s.

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Implications for professional development

The University needs to take into account

diverse approaches to career development

to achieve a fit between the personal

definitions of success held by staff and the

organisational goals.

Personal Reflection

What have been the

critical decision points

that have influenced

your career so far?

Within the University’s context, career development is

defined as a process where staff initiate action to develop

the skills, knowledge and experience to prepare for a future

position at a similar or different level with the University or

another organisation.

The University encourages you to continuously develop

your career, either in your current position or elsewhere

within the University.

Career Development at CSU

The University supports your career

development during the following stages of

University life:

• Induction and Development

• Probation and Appointment

• Performance Management

• Professional Development

Career Planning StepsRecognise the need for career planning

Self assessment

Career exploration

Set career goals and develop the action plan

Implement the action plan

Career management and review of the action plan

Adapted from: Shahnasarian M, 1994, Decision time: a guide to career enhancement, Psychological Assessment Resources, USA, p.3.

Mentoring

Coaching

Performancemanagement

Performance management

Recognise the need for career planning

‘That depends on where you want to get to,’ answered the cat.

‘Would you please tell me which way I ought to go from here?’ asked Alice.

Source: Jones JE & Gladstone JF1995, The Red King’s dream or Lewis Carroll in Wonderland, Jonathon Cape, London.

Self Assessment• Honestly appraise your values, ethics, attributes, skills

and goals.• Think about your preferences, interests and your existing

capabilities. What motivates and energises you? • Identify competencies (skills, knowledge and behaviour)

for success in positions that interest you. Look closely at the selection criteria in job descriptions. What are your strengths and weaknesses?

• If considering an external position assess the goals, values and working conditions of the organisation. How well do they fit with your own personal objectives?

• You can learn more about yourself and your career interests by completing one or more personality and vocational interest inventories.

Self Assessment• Some of the most widely used career planning tools are based on

the psychological type theory of John Holland and Carl Jung.• Inventories or tests generally measure interest or lifestyle, not

ability.• An inventory will ask your opinion about certain activities.

Responses are then grouped into occupational domains with scores. This is compared to the total population to give information about preferences in the occupational groups that the inventory measures.

• Two types of inventories:- Those that are self-administered, self scored, and self-

interpreted.- Those given by a test administrator, scored by a

machine and tested by a counsellor or professional.

Self AssessmentExamples:• Work Aspect Preference Scale • Career Anchors • Myers Briggs Type Indicator (assistance is available from

Organisational Development or Tieger PD & Barron-Tieger B 2001, Do what you are: discover the perfect career for you through the secrets of personality type, Scribe Publications, Victoria).

• Vocational Preference Inventory (VPI) – Developed by John Holland, this inventory is among the most widely used instruments in career counselling and has an extensive base of empirical support. (Restricted access at the CSU library). Based upon the 6 personality/environment types RAISEC - Realistic, Investigative, Artistic, Social, Enterprising and Conventional. More information about the VPI is available from, Lock RD 2005, Taking charge of your career direction: career planning guide, book 1, 5th edn., Thomson, Australia, pp. 85-118.

Self AssessmentUseful web sites and computer programs:16 Personality Typeswww.16types.comInformation about the MBTI.Career Explorerhttp://www.careerexplorer.net/aptitude.aspProvides a free sample career aptitude test.The Career Keyhttp://www.careerkey.org/Free service to help with career choices and career planning. Based upon the 6 personality/environment types. developed by Dr. John Holland ( RAISEC - Realistic, Investigative, Artistic, Social, Enterprising and Conventional).

Self AssessmentUseful web sites and computer programs:OZJAC databaseProvides information on career planning with course links to different jobs, industries and Training (available at Riverina Regional Library, WaggaWagga and Young TAFE Campus library). See also The Job Guide (http://jobguide.dest.gov.au) published by the Department of Education, Science & Training that lists around 1,500 occupations and specialisations.Self-Directed Searchhttp://www.self-directed-search.comThe SDS takes 15 minutes and costs US$9.95 which will provideyou with a personalised interpretative report with a list of possible career options and suggestions to assist with education and career planning. It was developed by Dr. John Holland andis based upon the 6 different RAISEC types.

Career ServicesCareer Counsellors can provide a confidential service to assist with career choices. See your local telephone book or The Australian Associationof Career Counsellors(http://www.aacc.org.au) for a database listing of professional career counsellors in your region.Employee Assistance Program offers short-termprofessional face to face or telephone (24 hours) counselling in relation to adjusting to change, career changes and making career choices. Call 1300 366 789for an appointment.

Career Exploration• Look for opportunities

- within the University

- external to the University

• Watch, learn and talk to others

• Network

• Research

Setting career goals Consider what steps you need to take to achieve your career goal. What skills, knowledge or behaviour do you need to develop?• Technical skills• Management skills• Strategic skills• Interpersonal skillsThese can form part of your annual professional development plan.

Developing the Action PlanWhen you have a good understanding of your skills, abilities and needsyou can prepare an action plan.Document:• Your mission statement• Your career objective(s) in 1 year & in 5 years• Your current related education, skills & strengths• Your current needs or values• List & prioritise your short term actions in small, achievable steps. Put a deadline on them & review achievement on a regular basis.• List, prioritise and review long term goals.• Review you career action plan at least every 6 months.

Implementing the Action PlanCareer development tools:• Develop or update your career portfolio• Enrol in a study program• Set goals in your professional development plan

during the performance management review• Develop/extend networks• Undertake additional tasks • The Association for Tertiary Management Inc.

(ATEM) http://www.atem.edu.au or other professional associations.

Career Management and Review of the Career Action Plan

• Continually market yourself

•Reflect upon your Career Action Plan•Think of self-development as an ongoing, lifelong process

Sustaining motivation

• Remain positive

• Reward yourself for accomplishments

• Who can give you the support you need?

SOURCESBall B 1991, Manage your own career: a self-help guide to career choice and change. Wrightworks, North Brighton, Victoria.Bisdee B 1997, Steer your own career. Penguin Books, Ringwood, Victoria.Bolles RN 1972, What color is your parachute? A practical manual forjob hunters and career changers. Ten Speed Press, Berkeley, California.Brosseau KR & Driver MJ 1998, CareerView concepts: roadmaps for career success. Decision Dynamics Group, viewed 7 January 2005, <http://decdynamics.com/cvConcepts.html>eResumes & Resume Writing Services, viewed 28 April 2005, <http://www.eresumes.com/eglossary.html>Eggert M 2003, Perfect career: all you need to get it right the first time. Random House, Sydney.

SOURCESFisher CD & Schoenfeldt LF, Shaw JB 2003, Human resource Management. 5th edn., Houghton Mifflin Co., New York. Knowdell R 1996, Perspectives shaping career planning in the future. In R. Feller & G. Walz (Eds.), Career transitions in turbulent times: exploring work, learning and careers. ERIC, Greensboro, N.C. pp. 183-192.Lock RD 2005, Taking charge of your career direction: career planning guide, book 1. 5th edn., Thomson, Australia.Mathis RL & Jackson JH 2003, Human resource management. 10thedn., South Western College, Minnesota.Mavin S 2001, Women’s career in theory and practice: time for change?, Women in Management Review, vol. 16, no. 4, pp. 183-193.Pantry S & Griffiths P, 2003, Your essential guide to career success. 2nd. edn., Facet, London.

SOURCESShahnasarian M1994, Decision time: a guide to career enhancement. Psychological Assessment Resources, USA.Sims K 2000, Your career and you: self assessment for students and Graduates. The Graduate Careers Council of Australia, Parkville, Victoria.Sofo, F. 1999, Human resource development: perspectives, roles and practice choices. Business & Professional Publishing, Warriewood,NSW.Tieger PD & Barron-Tieger B 2001, Do what you are: discover the perfect career for you through secrets of personality type. 3rd edn., Scribe publications, Carlton Nth, Victoria.University of Wollongong Career Development Policy, viewed 28 April 2005, <http://staff.uow.edu.au/cdu/policyprocedure/CDPpolicy.html>