CareerFit WorkshopMBA Career Management

Pre-term 2016

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Welcome!Please pick up your

CareerLeader results at the front of the room before the

workshop begins.

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Achieving Career Success and Satisfaction

Low

Medium

High

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SUC

CES

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Agenda

In today’s session we will:

1. Learn how to interpret your CareerLeader results

2. Practice articulating your career history and goals with peers

3. Receive feedback on your goals from peers using the CareerLeader results

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Clarify your career goals: Multiple Perspectives

YOURCAREERGOALS

YOURPERSPECTIVE

CAREERLEADER RESULTS

PEERFEEDBACK

Multiple PerspectivesTo validate your career goals use different sources to gain perspective

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CareerLeader: Best-in-class Career Assessment

• Designed for MBAs and business professionals

- Used by 94 of top 100 MBA programs

• Highly reliable and valid

• Based on sample of ~500,000 global business professionals

• Incorporates quantitative results for discussion with Career Advisor

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What is CareerLeader? – 5 Core Results

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What if I disagree with my results?• Action: Do your due diligence to understand its meaning• Attitude: Defensive = maybe accurate | Confused = maybe not accurate• Possibility: Anomalies

Interests 8 Enterprise Control, Managing People and Teams

Motivators 13 Power and Influence, Intellectual Challenge

Skills 41 Teamwork, Influence, Comfort with Risk, Delegating

Career Match 33 Investing Banking, Entrepreneurship, Retail Management

Culture Match 4If results are all “Mid” the culture match should not have any problems. High/Low require greater exploration

# Results Examples

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Interests

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• Define: Interests refer to 8 broad domains of work

• Changeable: Highly stable in adults

• Use: - Most important factor in determining

the right choice for your career- Alignment to career is best predictor

of success and satisfaction

• Range: Results are percentilesHigh: ~ 80-100Mid: ~ 40-79Low: ~ 0-39

Application of Technology*

Coaching & Mentoring

Creative Production

Enterprise Control

Influencing Others

Managing Teams & People

Quantitative Analysis

Theory Development & Research

*Possibly mislabeled as the focus of the interest is more related to an

interest in process improvement than an interest in technology per se.

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Motivators

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• Define: Motivators are personal values related to work

• Changeable: Your most important motivators will tend to be fairly consistent over time.

• Use: High motivators are a “need to have” low motivators do NOT need to be avoided. Since you can't have everything, your motivations help you to prioritize and make trade-off’s.

• Scoring: ranked by importance:High: >9Mid: ~ 4-8Low: ~ <4

AltruismAffiliationAutonomyFinancial GainIntellectual ChallengeLifestyleManaging PeoplePositioningPower & InfluencePrestigeRecognitionSecurityVariety

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Skills

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• Define: Skills are acquired through education, training and experience

• Changeable: Yes, they change with use and additional development

• Use: Identify which skills you possess and which skills you need to develop for a target job. Don’t pursue a careers just because you have the skills for the role.

• Note: There are both personal and cultural differences in how people self-rate their skills. If you think you tend to "undervalue" your own skill level take that into account when considering your results.

• Scoring: Results are percentilesHigh: ~ 80-100Mid: ~ 40-79Low: ~ 0-39

Interpersonal Effectiveness (11)

Analysis & Strategic Decision Making (11)

Bringing Management Structure (9)

Power & Influence (10)

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Career MatchesAccounting Investment Banking Project Management

Advertising Account Mgmt. Investment Management Real Estate Development

Biz Dev & Sales Law Real Estate Finance

Commercial Banking Management Consulting Research & Development Management

Entrepreneurship Management in Science Development Retail Management

Finance in Corporation Settings Marketing Sales Management

Financial Planning & Stock Brokerage Mgmt. of New Product Development Securities Trading

General Management Non-Profit Management Strategic Planning

Human Resources Management PE Investment Supply Chain Management

Information Systems Management PR & Communications Training & Organizational Development

Institutional Securities Sales Production & Operations Management Venture Capital

High match to your ideal job = you are likely a good fit Low match to your ideal job = spend time digging deeper

• Don’t be discouraged or give up your dream• Don’t dismiss the results or immediately re-take the assessment• Identify how are you different from most people in that role• Assess if the differences will affect your satisfaction & success• Determine if you are truly a good fit

• Results:High: ~ 80-100Mid: ~ 40-79Low: ~ 0-39

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Culture Match

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• Define: Four common personality traits

• Changeable: Highly stable in adults.

• Use: Consider the culture match traits when choosing a company. “Middle” scoring candidates, can likely adapt to most work environments. The Higher and Lower scoring candidates may have difficulty adapting to corporate cultures too different from their own personalities.

• Note: Similar to personality, it is not necessarily “good” or “bad” to be high or low on a Culture Match trait.

• Scoring: Results are non-numerical.Very HighHighMiddleLowVery Low

Collaboration & Consideration

Extraversion & Decisiveness

Innovation & Change

Precision & Planning

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Summary of 5 Core Results

CORE RESULT # SCOREHigh Mid Low

Interests 8 ~80-100 ~40-79 ~0-39

Motivators* 13 9-12 4-8 0-3

Skills 41 ~80-100 ~40-79 ~0-39

Career Match 33 ~80-100 ~40-79 ~0-39

Culture Match 4 Very High Middle Very Low

*Motivators are the only section of CareerLeader that is rank ordered rather than a percentile.

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Your Online Profile

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Wharton MBA Profile

Items HighInterests Enterprise ControlMotivators PositioningSkills • Work Ethic

• Teamwork• Critical Thinking• Quick Thinking• Strategic Thinking• Gaining Trust• Comfort w/Differences

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Peer Advising Activity

Student(5 minutes)

Describe your last 2 jobs. Discuss likes & dislikes

Share your short and long-term career goals

Note which careers in CareerLeader are your top choice (even if they were not your top scores on the assessment)

Advisors(10 minutes)

Discuss Student’s CareerLeader results while Student listens and takes notes (Student: no talking! Eat your lollipop!)

Use Discussion Prompts during conversation

Group(5 minutes)

Student: Share your insights and response on what you have heard

Advisors: Continue dialog with Student

1 2 3

Directions: Use the steps below for the Peer Advising activity

Interests & Motivators:• Circle the top 3 and the lowest 3 interests & motivators• What do the top 3 scores tell you about the Student?• Do the highest and lowest scores explain their

likes/dislikes?• Do they match the Student’s stated goals?• Outside of the career goals, what jobs could the

Student pursue to engage her/his interests?• Do the low scores seem to create a “fit” problem for

the stated goals?

Career Match• Are the top three careers

similar to the stated goal?

Conclusion• What bottom line career

advice do you have for the Student about their career goals?

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Advisor’s Notes

Past Previous Short-Term Future Long-Term Future

Positionand

Industry

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Likes

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Dislikes

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Directions: Advisors should use this worksheet to take notes during STEP 1 as the Student discusses their previous roles, likes & dislikes.

Student’s Name: ___________________________________

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Student’s Notes

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Directions: Student should use this worksheet to take notes during STEP 2 as the Advisors discuss your CareerLeader results in the context of the topics below. (Remember: No talking! Eat your lollipop!)

Interests Motivators CareerMatch CultureMatch

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Conclusions & student’s response to feedback:___________________________________________________

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Debriefing

Do the assessment results generally support why you came to business school?

Are you more aware of what would make you more satisfied in a career?

Are you better able to communicate your interests and motivators to someone else?

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When to Pull Out Your Results

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AUGUST – SEPTEMBER - Setting Goals

Look at the Wharton CareerLeader Correlation Table

(found on the MBACM website under Self-Assessment)

Talk with an advisor about the feedback from today’s session

DECEMBER - Deciding where to apply post-EIS season

FEBRUARY – MARCH - Choosing an offer

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Next Steps

• Discuss CL results with a Career Advisor during Pre-Term (August 18th – 26st)

• Attend Industry Chats (September 6th– September 14th)

• Schedule advising appointment (starting September 12th)

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Appendix

• Stability (i.e., reliability)

− Test-Retest Correlations over a Six Month Period

− Mean Test-Retest Correlation over Six Month period = .77

− Long Term (Six Year) test-retest Correlations

− Mean test-retest correlation over Six Year period =.60

• Validity

− CareerLeader scores correlate directionally with the Strong Interest Inventory

• Culture

− This study has shown that, while there are statistically significant differences for the fundamental dimensions of business career interests across national cultures, these differences are notably small in terms of their effect on the overall variability of scores on the business career interest dimensions themselves. Most of the variation in business career interests comes from variables unique to the individual and cannot be attributed to national culture

• Gender X Culture

− The significant interaction effect of national culture and gender indicates that, to a limited extent (given the small size of the interaction effect), gender differences for business interests vary across national cultures

*Note we are happy to share two research studies about CareerLeader

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