Chapter NineChapter NineEstablishing a Thriving Career Establishing a Thriving Career

Development ProgramDevelopment Program

Donald A. Schutt, Jr.

Career Counseling: Foundations, Perspectives, and Applications edited by David Capuzzi and Mark Stauffer

Managing PeopleManaging People

Counselor roles: Management Counseling Information technology outreach

Operations

Managing People (cont.)Managing People (cont.)

What Managers Do Matters Workplace culture Effective vs. Ineffective management

Gallup Organization found that:

“the manager—not pay, benefits, perks, or a charismatic corporate leader—was the critical player in building a strong workplace. The manager was the key”

(Buckingham & Coffman, 1999, p.32).

Managing People (cont.)Managing People (cont.)

Effective Management Elements

1.Character (e.g., respect, collaboration, able to adjust)

2.Personal capability (e.g., competence, skills)

3.A focus on results (e.g., identifying and communicating)

Managing People (cont.)Managing People (cont.)

Effective Management Elements (cont.)

4)Interpersonal skills (e.g., effective team member)

5)Ability to lead organizational change

Managing People (cont.)Managing People (cont.)

Staff Responsibilities Professional counselors and psychologists Career Development Facilitators Global Career Development Facilitators Information technology professionals Administrative professional staff Office professionals

Managing Processes: Strategic Managing Processes: Strategic Planning and Continuous Planning and Continuous

ImprovementImprovement

Excellence is demonstrated in the policies, processes, and functions of the career development program.

Strategic Planning and Strategic Planning and Continuous ImprovementContinuous Improvement

Foundation of career development program strategic planning and improvement process are: Selecting a planning committee Initiating a needs assessment Creating a mission statement Identifying the core values Setting a vision Articulating organizational strategies,

including objectives and measures

Needs Assessment Considers both organizational and individual needs, depending on the context of the career development program

The identification of needs gives direction to the strategic planning and continuous improvement process.

Strategic Planning and Continuous Strategic Planning and Continuous Improvement (cont.)Improvement (cont.)

Herr and Cramer (1996) described a multi-phase process for needs assessment

1. Planning and designing the needs assessment

2. Conducting the needs assessment3. Using the needs assessment results 4. Determining the impact of the needs

assessment process

Strategic Planning and Continuous Strategic Planning and Continuous Improvement (cont.)Improvement (cont.)

Mission statementA program’s mission statement answers the question “Why does the program exist?”

Effective mission statements inspire change, are long-term in nature, and are easily understood and communicated.

Strategic Planning and Continuous Strategic Planning and Continuous Improvement (cont.)Improvement (cont.)

Core ValuesCore values answer the question “For what does your program stand?”

Deeply held beliefs seen in day-to-day behavior.

Strategic Planning and Continuous Strategic Planning and Continuous Improvement (cont.)Improvement (cont.)

Vision1. By clarifying the general direction for change,

the vision simplifies hundreds or thousands of more detailed decisions.

2. The vision motivates people to take action in the right direction, even if the initial steps are personally painful.

3. Actions of different people throughout the organization are coordinated in a fast and efficient way based on the vision statement.

(Kottler, p. 84 as cited in Niven, 2002)

Strategic Planning and Continuous Strategic Planning and Continuous Improvement (cont.)Improvement (cont.)

Strategy:

The game plan through which a career development program implements the vision and, ultimately, the mission

Strategic Planning and Continuous Strategic Planning and Continuous Improvement (cont.)Improvement (cont.)

Fully Engaging Strategic Planning and Continuous Improvement

This process moves from strategy, to performance objectives, to measures, to initiatives and personal objectives that define the work of individuals.

Strategic Planning and Continuous Strategic Planning and Continuous Improvement (cont.)Improvement (cont.)

Identifying Performance Objectives

“describe what you must do well in order to execute your strategy. Objective statements are just that—concise statements that describe the specific things you must perform well if you are to successfully implement your strategy” (Niven, 2002, p. 107)

Strategic Planning and Continuous Strategic Planning and Continuous Improvement (cont.)Improvement (cont.)

Performance Measures:

Performance measures are the tools that gauge progress against the objectives.

Initiatives:

Initiatives are the program components with which program staff and users are most familiar.

Strategic Planning and Continuous Strategic Planning and Continuous Improvement (cont.)Improvement (cont.)

Strategic Planning and Strategic Planning and Continuous Improvement as the Continuous Improvement as the

FoundationFoundation

• Budgeting

• Marketing and Promotions

ReferencesReferences

Herr, E. L., & Cramer, S. H. (1996). Career Guidance and Counseling Through the Lifespan: Systematic Approaches, Fifth Edition (5th ed.) New York: HarperCollins Publisher, Inc.

Niven, P. R. (2002). Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results. New York: John Wiley & Sons, Inc.