Creating Your Career GPS - Newland Associates€¦ · Group Discussion: Can you think of some...
Transcript of Creating Your Career GPS - Newland Associates€¦ · Group Discussion: Can you think of some...
Creating Your Career GPS
Presented by: Career Partners International, Florida Caribbean
An MBE Certified Organization
Career Partners International (CPI)
2
© Copyright 2012 - Career Partners International
Se
rvic
es
Executive Search
Leader Development
Career Transition
Talent Management
Ab
ou
t C
PI
45 countries
Over 220 locations
2,000 consultants
25 years in business F
lo
rid
a/C
arib
bea
n
Miami
Ft. Lauderdale
Orlando
Tampa Bay
Jacksonville
Palm Beach
San Juan, PR
Career Partners International has unique business model. A private company (LLC), all 72 equity owners are operators of the business who live in the regions they serve. This model makes a unique and strong
bond, not just to the financial success of the business, but also to the communities they serve.
3
© Copyright 2012 - Career Partners International
Pick one
Two Models
4
© Copyright 2012- Career Partners International
Model: Option 1
5
© Copyright 2012- Career Partners International
I’m obese
Must diet
Start Monday
Model: Option 2
6
© Copyright 2012- Career Partners International
Un-healthy lifestyle
Want to take
care of myself
Get a medical check up
Read, consult, options
Set goals
Diet, exercise, spiritual
plan
Execute, track, adjust
• Model 1
• Model 2
Why?
Which model do you think is best?
7
© Copyright 2012- Career Partners International
Which model do we follow for Career Management?
• How to live a healthy life
• How to have a great marriage
• How to raise children
• How to manage our careers
The things we don’t learn in school
8
© Copyright 2013- Career Partners International
Traditional Career Management Model: Employer View
9
© Copyright 2012- Career Partners International
Employee goals
Supervise Measure Feedback Merit Pay Succession
Plan
Once a year performance evaluation at best
Arbitrary pay increases Work hard and you’ll be
manager!
Traditional Career Management Model: Employee View
10
© Copyright 2012- Career Partners International
Get selected Learn & develop
Execute the job
Pay increases, get promoted
Succession plan
Get selected
Get stuck Go to
training Start
“PRESENTISM” Or leave
Or get asked to leave
Traditional Career Management will often:
• Cause PRESENTISM
• Lead to departures
• Damage culture
• Impact organizational performance
What we know…
11
© Copyright 2013- Career Partners International
• What initiatives do you know of or have in place to re-engage your workers in mid to late careers?
• How do you keep employees from becoming stale?
• After a restructuring, what have you done (or would you do) to help employees determine their next career steps?
Group discussion:
12
© Copyright 2013- Career Partners International
Productivity & Financial Performance
• Fortune 500 companies in the lowest profitability quartile had 50% fewer “engaged” employees compared to those in the top quartile. (PeopleMetrics)
• Emotional engagement is 4 times more valuable as rational engagement in driving employee effort. (Corporate Leadership Council)
• An inverse relationship between employee engagement and the cost of goods sold. (Towers Perrin & AARP)
• Up to 30 percent of the variance in financial results can be explained by differences in organizational climate (Hay Group)
What is the impact & cost?
13
© Copyright 2013- Career Partners International
Retaining the Best Talent
• Employees stay with their organizations when they believe it is in their self-interest, but they exert discretionary effort when they believe in the value of their job, their team, or their organization. (Corporate Leadership Council)
• 25% of High Potential employees are planning to leave their jobs in the next 12 months (Corporate Executive Board)
• Cost of turnover in management positions often costs 150% of annual salary (Dunn & Bradstreet)
• The number of U.S. people in the workforce aged 65 and older will have grown by 84% between 2006 and 2016. (US BLS)
What is the impact & cost?
14
© Copyright 2013- Career Partners International
Bringing math to the matter at hand
30% Variance in Financial Results
• Revenues = $100M
• Profit = 20% or $20 M
• 30% Variance = +/- $6M
15
© Copyright 2012 - Career Partners International
25% of HIPO’s Planning to Leave
• # of HIPO’s in organization = 20
• Average total compensation = $175k
• 25% leaving = 5
• Cost of turnover = 150% of total compensation
• Total cost of turnover = More than $1.3M
16
© Copyright 2013 - Career Partners International
17
© Copyright 2013 - Career Partners International
18
With permission from Tammy Erickson, excerpted from Shape Shift presentation.
© Copyright 2013 - Career Partners International
20th Century vs. 21st Century
19
© Copyright 20112- Career Partners International
10%
temps
5%
other
50% temps,
retirees, contract
50%
full-time
staff
85%
full-time
staff
Source: Plan B for Boomers, McKay & Taft.
A new model for career management…
• Career management for internal growth
• Shifts responsibility from employer to employee
• Create a safe environment to: • Self-examine skills & capabilities
• Determine career options
• Create an action plan
• Revive career passion/drive
• Manage oneself up or out
• Engage management in proactive career management
• Goal: To create a structured introspection…much more than just resume development & interviewing skills
20
Create Your Career GPS Method
Structured Introspection
Trends, opportunities & letting go
Self-awareness & career enhancement
Challenges & Barriers
Career plan development
21
© Copyright 2012 - Career Partners International
Group Discussion: Can you think of some benefits of Empowered Career Development?
• Instill employee ownership of managing their career
• Enhance engagement of employees and/or respond to poor engagement scores
• Increase employee morale/commitment
• Address skill gaps and/or performance issues
• Increase retention and/or lower turnover
• Improve success of new hires/internal transfers or promotions
• Ensure alignment/fit for positions
• Reduce culture of employee entitlement/lack of accountability
• Increase talent pool for succession planning
• Helping employees and managers identify additional options for those ready to transition to a new role
22
Trends, opportunities & letting go
• What are the current trends in the world of work today?
• Myths & facts about careers
• What are my expectations about work?
• What am I holding onto that gets in the way of what I want at work?
23
© Copyright 20112- Career Partners International
24
© Copyright 2013 - Career Partners International
Letting go: The Results Model
RESULTS
ACTION
EVENTS
Perspectives C
han
ge
Sign
ific
ant
*Used with permission by Greg Cortopassi, Conscious Leadership.
• I Can’t (Impossible)
• Not Broken = Do not improve
• External circumstances are controlling me
• Rigid
• Closed & Fearful
• Buys into unconfirmed stories
• Sees change as the “enemy”
• Resisting & Rejecting
• Leadership is a role available to a few
Restrictive / Expansive Perspectives
Restrictive… • I Can (I’m possible)
• Continuous Improvement
• Internal choices are controlling me
• Flexible
• Open & Curious
• Confirms truth
• Sees change as an opportunity
• Willing & Engaged
• Leadership is a Behavior available to ALL
Expansive…
25
© Copyright 2013 - Career Partners International
Self-awareness & career enhancement
• How do my interest and competencies align with what I’m doing?
• How am I leveraging my talents, motives, skills, and abilities?
• What are other areas of focus I could explore to further contribute to my organization?
• How can I apply this for career renewal?
26
© Copyright 20112- Career Partners International
Challenges & Barriers
• What personal boundaries are preventing me from moving ahead?
• What’s my comfort zone and what are the implications to my career choices, decisions and performance?
27
© Copyright 20112- Career Partners International
28
© Copyright 2013 - Career Partners International
Exercise: Challenges and Barriers • What keeps you from getting outside
your comfort zone? • What is the worst thing that could
happen if you did something outside of your comfort zone?
• What is the best thing? • How will you grow and change by
doing something outside of your comfort zone? What will you learn?
• What steps did you take to make
something that was once in your adventure or panic zone into part of your current comfort zone?
• What one thing will you do this week outside of your comfort zone?
Panic Zone
Adventure Zone
Comfort Zone
Career plan development
• What is my contribution statement?
• What is important to me in my career and where should I focus time and attention?
• Building a powerful career plan
29
© Copyright 20112- Career Partners International
Building a powerful career plan
Structured Introspection
• Trends, opportunities & letting go
• Self-awareness & career enhancement
• Challenges & Barriers
• Career plan development
Your Career GPS
• Self-examine skills & capabilities
• Determine career options
• Create an action plan
• Revive career passion/drive
• Manage oneself up or out
• Engage management in proactive career management
30
© Copyright 2012 - Career Partners International
30
Situation:
• Organization realized that employees were lacking skills after a major restructuring
• Employer concerns over commitment to new career paths
• Engagement was lacking
• Employee concerns over job security
Solution:
• Proactive career management workshops
• Forums/technology centers for career assessments
• Four weekly one on one career coaching over a 1-month period
• ID career interests and skills gaps, create personalized action plans
• Transition out plans when needed
Case Study
31
© Copyright 2012- Career Partners International
Results:
• CEO described the program as key to facilitate culture change
• Move from command and control to more localized decision making
• Participants acquiring new skills, taking additional responsibilities, working with mentors and even going back to school
• Renewed sense of commitment and improved job clarity
• Employee engagement increased, individuals began to own the management of their careers
• Based on the success, management expanded the program to all employees
Case Study
32
© Copyright 2012- Career Partners International
33
© Copyright 2012 - Career Partners International
0 0 0 0
1
0 0
1
0 0
3
1
12
6
11
0
2
4
6
8
10
12
14
This program was a goodinvestment of my time and of
the company's resources
I am confident in SeniorManagement's support inreinforcing the program's
content
I recommend this program toothers in the organization
Strongly Disagree
Disagree
Somewhat Agree
Agree
Strongly Agree
Case Study
Robert Newland
Career Partners International President & CEO, Florida Caribbean Region
Chair, Global Research Institute
Phone: 888-739-8504
Email: [email protected]
Web: www.CPI-Florida.com
LinkedIn: www.linkedin.com/in/newland/
Thank You! Questions?
34
© Copyright 2013- Career Partners International
Creating Your Career GPS