Challenges of the Changing Marketplace:

Career Navigation in Turbulent Times

Barry J HorneExecutive Career Coaching M: (0425) 308 625

E: barryjh@amnet.net.auFebruary 2016 L: au.linkedin.com/in/barryhorne

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&

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)

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

Metaphor 1: Inheritance

Predetermined Outcomes PassedFrom Background/Family

Experienced as Career Resources or Handicaps

Innate Abilities Social Background Ethnicity Personality Gender Education

Inkson (2006)

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)

Super (1957)

Traditional Career Development Model

Metaphor 3: ActionImposition of Will in the World

Researching Options

Training / Retraining

Choosing Direction

Seizing Opportunities

Career Building / Constructing / Planning

Inkson (2006)

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)

Mobility (or Immobility) Relative to Destination

Direction

Progress

Altitude

Boundary Crossing Geographic, Cultural, Economic Sectors, Industries,

Occupations, Organisations

Metaphor 5: Journey

Inkson (2006)

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)

Social Networks of Contacts/Interactions

Industry Group Members and Professional Peers

Organisational Colleagues

Clients/Customers/Suppliers

Contacts via Reputation

Metaphor 7: Relationships

Inkson (2006)

Organisational Inputs Add Economic Value Training as Investment in

Capability

Qualifications + Knowledge + Expertise + Experience + Accomplishments + Credibility/Reputation

Metaphor 8: Resources

Inkson (2006)

Life Narratives Tell Ourselves / Others

Written Self-Marketing Resumes, Professional Profiles

Verbal Self-MarketingInterviews, Networking

Accomplishments, Selection Criteria Responses

Metaphor 9: Stories

Inkson (2006)

The 3 Metaphor Categories that I Relate to Most Strongly are:

Career Metaphor Reflection

Career Anchors [Why Are You Working?]

Functional Expertise

General Managemen

t

Security Creativity

Autonomy

Sense of Service

Pure Challenge

Lifestyle

Schein (1993)

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)

The 3 Career Anchors of Greatest Importance to Me at this Stage of My Career are:

Career Anchor Reflection

X-Model of Engagement [How Are You Tracking?]

BlessingWhite (2011)

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

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)

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

External 3%

Regular Review Meeting (Boss)

4%Appraisal

7%Event

Triggered8%

Formal Coach-ing/

Mentoring14%Follow-up

14%

Informal Unplanned

21%

Informal Meeting29%

Settings

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 %)

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)

Careers Perceived in Variety of Ways

Individual Employee Anchors Vary

Engagement Levels are Dynamic

Quality Career Discussions Matter!

Summary

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

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