Career August 2015
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Transcript of Career August 2015
Career progression, career advancement and career
development
by Toronto Training and HR
August 2015
Page 2
CONTENTS3-4 Introduction5-6 Definitions7-8 Principles for career success9-10 Essential skills to get ahead 11-12 Create the right impression13-15 A calling and/or vocation 16-18 STEM jobs19-20 Can you trust someone at work?21-22 Prompting trustworthiness in others23-24 Going into a performance review fully prepared 25-27 Planned happenstance skills28-29 Occupational identity status30-31 Mental programming techniques which can make a
difference32-33 Ways for leaders to keep their career ambitions alive34-35 Insight channels for would-be innovators36-41 Bad bosses and ways to manage them42-44 Dimensions which make up a career decision making
profile45-46 Reasons for career indecisiveness47-48 Difficulties in making career decisions49-50 Conclusion, summary and questions
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking15 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryHR support with an emphasis on reducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Principles for career success
• Goal setting• Continuous
improvement• Flexibility• Relationship building• Persuasiveness• Global mindset
Page 8
Essential skills to get ahead
• Skills for being real
• Skills for being whole
• Skills for being innovative
Page 10
Create the right impression
• Activate the desire to be fair
• Make yourself necessary
• Seize the right moments
Lenses of perception• Promotion/prevention• Anxious/avoidant
Page 12
A calling and/or a vocation 2 of 2
The event or episode that shaped one’s calling• Content• Context• Confirmation• Continuation
Page 15
STEM jobs 1 of 2
Definition one• Computer sciences
and mathematics• Engineering and
surveying• Physical, life and
geosciences• STEM managerial
occupations
Page 17
STEM jobs 2 of 2
Definition two• Computer
occupations• Engineers and
engineering technicians
• Mathematical science occupations
• Life and physical science occupations
• Architects, surveyors and technicians
Page 18
Can you trust someone at work?
• Integrity can vary
• Power does corrupt
• Confidence often masks incompetence
• It’s OK to trust your gut
Page 20
Going into a performance review fully prepared
Questions to ask• What is the
purpose of the performance review?
• What is the emotion in the room?
• What are some specific examples?
• What can I do next?Page 24
Planned happenstance skills 1 of 2
• Definition of planned happenstance
• Questions which might be asked
Page 26
Planned happenstance skills 2 of 2
Planned happenstance skills• Curiosity• Persistence• Flexibility• Optimism• Risk taking
Page 27
Occupational identity status
Definition of occupational identity status
• Achievement• Moratorium• Foreclosure• Diffusion
Page 29
Mental programming techniques which can make a difference
• Abundant thinking
• Creativity• Emotional
non-attachment
Page 31
Ways for leaders to keep their career ambitions alive
• Don’t allow yourself to get pigeonholed
• Take calculated risks• Go all out• Keep score• Act like you belong• Use your
distinctiveness to your advantage
• Be on the cutting edge
Page 33
Insight channels for would-be innovators
• Anomalies• Confluence• Frustrations• Orthodoxies• Extremities• Voyages• Analogies
Page 35
Bad bosses and ways to manage them 1 of 5
• Bully• Micromanager• Workaholic• Divisive• By-the-numbers
Page 37
Bad bosses and ways to manage them 2 of 5
It’s not fair!• Overload• No backup• No excuses• No trust• Promises,
promises• That’s perfect-
not!• You’re great,
but…• Only good
enough to train others
Page 38
Bad bosses and ways to manage them 3 of 5
Power players• Turn yes into no• The wolf in
sheep’s clothing• Control the control
freak• A bad boss in a
big bureaucracy• Breaking through
the bureaucracy• It goes with the
territory• Who’s the boss? Page 39
Bad bosses and ways to manage them 4 of 5
Out of bounds• Dirty looks• A new boss is
insulting and abusive
• Call 911• Drunk, disorderly
and untouchable• The intrusive boss• Party planner• Cultural divide
Page 40
Bad bosses and ways to manage them 5 of 5
Ethical challenges• Dealing with
danger• The cover-up• It’s a crime• Sex and faxes• Give in to
collective denial or leave?
Page 41
Dimensions which make up a career decision making profile 1 of 2
• Information gathering
• Information processing
• Locus of control• Effort invested in
the process• Procrastination• Speed of making
the final decision• Consultation with
othersPage 43
Dimensions which make up a career decision making profile 2 of 2
• Dependence on others
• Desire to please others
• Aspiration for an ideal occupation
• Willingness to compromise
• Using intuition
Page 44
Reasons for career indecisiveness
• Pessimistic views• Negative
ramifications of anxiety
• Self-concept and identity
Page 46
Difficulties in making career decisions
• Difficulties prior to engaging in the career decision-making process
• Difficulties due to a lack of information
• Difficulties involving the use of information
Page 48