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MMC ConocoPhillips NTPT 0110 1© 2010 Targeted Learning
Mastering My Career
Making a Difference—for Yourself and the Organization
MMC ConocoPhillips NTPT 0110 2© 2010 Targeted Learning
Workshop Objective
To give you the concepts, tools and principles you need to take effective responsibility for your own career success. By the end of today you will have identified actions and created an Individual Development Plan that will increase: — your engagement and happiness at work,
and — your contributions to the success of
ConocoPhillips.
1
MMC ConocoPhillips NTPT 0110 3© 2010 Targeted Learning
Introductions
Please introduce yourself (name, where you work and time with the company), and share your dream job or career.
1
MMC ConocoPhillips NTPT 0110 4© 2010 Targeted Learning
Exercise: Why? Why? Why?
Find a partner and ask her/him, “What is it about your dream job that most appeals to you?”
When they answer that question, ask, “Why is that important to you?” Repeat this question 3 times.
Reverse roles. (Prework p.6)
1
MMC ConocoPhillips NTPT 0110 5© 2010 Targeted Learning
Small Group Discussion: Most Important Prework Learnings
Review your prework notes and jointly create a list of what you consider to be the 3 or 4 most important insights or learnings from the prework.
Remember, what gets shared here, stays here.
1
MMC ConocoPhillips NTPT 0110 6© 2010 Targeted Learning
Today’s Agenda
Module 1: Understanding the keys to your engagement, happiness and success at work, as well as your responsibilities for your career development at ConocoPhillips.
Modules 2 & 3: Identifying your current and future state in terms of:—Your own success—Your contribution to the success of
Module 4: Creating an effective individual development plan (IDP).
Module 5: Getting the support you need to implement your plan and achieve your goals.
ConocoPhillips.
2
MMC ConocoPhillips NTPT 0110 7© 2010 Targeted Learning
Greatest Influence on Considering or Deciding to Leave Previous Position
3
1. Interesting Work2. Supervisory Style3. Meaningful Work4. Opportunities for
Promotion5. Supportive Climate6. Salary7. Work-Life Balance8. Job Security
MMC ConocoPhillips NTPT 0110 8© 2010 Targeted Learning
Greatest Influence When Choosing Next Position
3
1. Interesting Work2. Meaningful Work3. Work-Life Balance4. Salary5. Supervisory Style6. Job Security7. Supportive Climate8. Opportunities for
Promotion
MMC ConocoPhillips NTPT 0110 9© 2010 Targeted Learning
What Drives Career Decisions at ConocoPhillips?
3/ConocoPhillips
45689
1720
31
3 45
9
41
7
1614
0%
10%
20%
30%
40%
50%
Interesting Meaningful Work-Life Salary Supervisory Job Supportive Opportunity Work Work Balance Style Security Climate for Promotion
Based on data from COP workshops held from 2006-2009. 1,960 managers – Engagement Excellence/6 Conversations1,385 people who attended the Mastering My Career workshop
““What factor is most important in choosing your next position?”What factor is most important in choosing your next position?”
MMC ConocoPhillips NTPT 0110 10© 2010 Targeted Learning
Would you . . .
1. Yes2. No
Take a 5% paycut in exchange for significantly more interesting work?
MMC ConocoPhillips NTPT 0110 11© 2010 Targeted Learning
Would you . . .
Take a 5% paycut for more work-life balance?
1. Yes2. No
MMC ConocoPhillips NTPT 0110 12© 2010 Targeted Learning
Would you . . .
Take a 10% paycut for more work-life balance, as well as more meaningful and interesting work?
1. Yes2. No
MMC ConocoPhillips NTPT 0110 13© 2010 Targeted Learning
Module One Objectives
By the end of this module you will:
1. Understand the career management process at ConocoPhillips,
2. Understand the keys to your engagement, happiness and success at work, and
3. Understand your responsibilities for your career development, and the responsibilities of the company.
4
MMC ConocoPhillips NTPT 0110 14© 2010 Targeted Learning
Definitions:
Career: An occupation with opportunities for progress in terms of ability, contribution, impact and fulfillment.
4
Ability
ContributionImpact
Promotion
Salary
MMC ConocoPhillips NTPT 0110 15© 2010 Targeted Learning
Definitions:
Career Management: The process of deliberately creating and capitalizing on opportunities to increase your ability, contribution, impact and fulfillment. Maximizing personal engagement and happiness is central to the process of career management.
Satisfaction
Time in Years
High
Low
0 12
4
MMC ConocoPhillips NTPT 0110 16© 2010 Targeted Learning
The Continuous Development Model
ConocoPhillips5
MMC ConocoPhillips NTPT 0110 17© 2010 Targeted Learning
Your Most Fun Work Experience
1. What was the job or project?2. Review the 15 characteristics on page 7 of
your manual and check off all those that were present at the time of the job/project you identified.
3. Did you experience significant personal growth during this time?
4. Was your productivity high at this time?5. Did your experiences at work at this time give
you reason to be optimistic about your future?
Part A: Identify the best job or project you’ve worked on. It should be a time when your work was fun and energizing, and contributed significantly to your overall happiness.
6
MMC ConocoPhillips NTPT 0110 18© 2010 Targeted Learning
How many did you check off?
7
1. 1-7 out of 15
2. 8-11 out of 15
3. 12-15 out of 15
MMC ConocoPhillips NTPT 0110 19© 2010 Targeted Learning
Did you experience significant personal growth?
6
1. Yes
2. No
MMC ConocoPhillips NTPT 0110 20© 2010 Targeted Learning
Was your productivity high?
6
1. Yes
2. No
MMC ConocoPhillips NTPT 0110 21© 2010 Targeted Learning
Did you have reason to be optimistic about your future?
6
1. Yes
2. No
MMC ConocoPhillips NTPT 0110 22© 2010 Targeted Learning
Samuel Johnson (1709-1784)
“There is nothing which has yet been contrived by man, by which so much happiness is produced as by a good tavern or inn.”
8
MMC ConocoPhillips NTPT 0110 23© 2010 Targeted Learning
Connecting the PiecesTotal Personal Engagement
• Mental
• Emotional• Social
• Hope
Happiness:• Fun • Pleasure• Peace-of-mind• Joy• Excitement• Fulfillment
Growth:• Capability• Knowledge• Skill
Business Impact:• Productivity• Innovation• Quality• Contribution
Sustainable Individual and Organization Success:• Future Opportunities• Employability• Promotability• Other Extrinsic Rewards
8
MMC ConocoPhillips NTPT 0110 24© 2010 Targeted Learning
Development—A Shared Responsibility
ConocoPhillips9
Review the roles and responsibilities listed on
page 9 for:1. You — the Employee
2. Supervisors
3. The Company
MMC ConocoPhillips NTPT 0110 25© 2010 Targeted Learning
Module Two
My “Success:”
What is the Current and Desired Future State of my Engagement
and Happiness at Work?
MMC ConocoPhillips NTPT 0110 26© 2010 Targeted Learning
Success
Which quote best reflects your definition of success?
1. Morley2. Longfellow3. Aristotle4. Boetcker5. Emerson6. Washington7. Gardner8. Unknown
MMC ConocoPhillips NTPT 0110 27© 2010 Targeted Learning
Module Two Objectives
1. Identified opportunities to increase your engagement and happiness at work.
By the end of this module you will have:
2. Identified the help you may need, from your manager and others, in order to increase your engagement in your current job.
11
MMC ConocoPhillips NTPT 0110 28© 2010 Targeted Learning
Reality Check
1. Your grades in your major subjects at university.2. Your basic intelligence and your
technical/functional skills—having more intellectual “horsepower” than your colleagues.
3. Your ability to learn from experience and change your behavior.
4. The quality of the undergraduate institution you attended.
5. Your level of education.
11
Which one of the following factors is most predictive of your long-term career success?
MMC ConocoPhillips NTPT 0110 29© 2010 Targeted Learning
Learning Agility*
• Seeking and securing new _________ at work.
• Learning from your experiences through ________ from others.
• Taking the time to ______ on and thereby learn from both your successes and failures.
• Having the ________ to apply your learnings to unlearn old habits and develop new ones.
12
challenges
feedbackreflect
discipline
*100 Things You Need to Know: Best People Practices for Managers & HR, Robert W. Eichinger, Michael M. Lombardo, David Ulrich, Lominger Limited, Inc. Minneapolis, USA. 2004
MMC ConocoPhillips NTPT 0110 30© 2010 Targeted Learning
Six Keys to Increasing Your Engagement and Happiness at Work
1. Improve your learning agility.2. Focus on what you control.3. Find your “sweet spot.”4. Leverage your strengths.5. Identify engagement gaps in your
current job.6. Get your manager’s support.
12
MMC ConocoPhillips NTPT 0110 31© 2010 Targeted Learning
Case Study Debrief
1. Initially, what conditions or behaviors were undermining Steve’s engagement, happiness and employability?
2. What attitudes and behaviors were responsible for the dramatic improvement in Steve’s engagement, happiness and employability?
14
MMC ConocoPhillips NTPT 0110 32© 2010 Targeted Learning
A Vicious Cycle
InsecurityLess
_________
Less
___________
Reduced
____________
Initiative Productivity Employability
14
MMC ConocoPhillips NTPT 0110 33© 2010 Targeted Learning
A Virtuous Cycle
・ Greater Personal Engagement and Happiness
・ Greater Incentive to Stay
Greater Employability
Greater Confidence
Greater Initiative
Greater Productivity
14
MMC ConocoPhillips NTPT 0110 34© 2010 Targeted Learning
Finding Your Sweet Spot
Your Competence
YourPassion
Organizational Needs
a.
c.
d.
e.
f.
b.
g.
ORGANIZATIONAL NEEDS: Ideas, projects, activities, behaviors, etc. that contribute directly to the organization’s success.
COMPETENCE: Those areas of skill and ability that you do naturally well. At the core of your competence are your talents, and the behaviors that flow out of those innate abilities.
PASSION: Those things that you love to do, independent of how well you do them.
Zenger/Folkman and ConocoPhillips15
MMC ConocoPhillips NTPT 0110 35© 2010 Targeted Learning
Understanding the COP Model
70% of your day-to-day work responsibilities are in segment __.
1. a2. b3. c4. d5. e6. f7. g
15
MMC ConocoPhillips NTPT 0110 36© 2010 Targeted Learning
Understanding the COP Model
Most of your development goals are in segment __.
1. a2. b3. c4. d5. e6. f7. g
15
MMC ConocoPhillips NTPT 0110 37© 2010 Targeted Learning
LEVERAGING STRENGTHS
StrengthsCompetence/
Talents=
Passion(Interests/
Values)
Acquired Knowledge and Skill
+ +
(Pages 5, 6, 7, 11, and 12 in prework)
(Pages 5, 11 & 12
in prework)
Prework pages 6 & 7 Prework page 5
16
MMC ConocoPhillips NTPT 0110 38© 2010 Targeted Learning
Career Driver Definition
Your career driver defines the motives, needs and values that are critical to your sense of fulfillment at work. To some extent your driver represents one source of your passion. It defines what energizes you and what career success means to you.
16
MMC ConocoPhillips NTPT 0110 39© 2010 Targeted Learning
Career Drivers at ConocoPhillips
17
Percentage of ConocoPhillips Employees* Having
the Following Career Drivers as:
Career Driver One of Their Top Two Least Important ◊
Maintaining
Balance
Being the
Expert
Fostering
Innovation
Leading
Others
44.6%
31.0%
30.1%
25.6%
14.8%
14.0%
7.1%
26.2%
* From 1,699 ConocoPhillips employees who completed the Career Drivers Profile from 2006 through 2009.
◊ This column adds to more than 100% because 50 percent of all participants had two or more drivers with the same lowest score.
MMC ConocoPhillips NTPT 0110 40© 2010 Targeted Learning
Career Drivers at ConocoPhillips
17
Percentage of ConocoPhillips Employees* Having
the Following Career Drivers as:
Career Driver One of Their Top Two
Serving Others
Achieving
Stretch
Gaining
Autonomy
21.3%
16.8%
13.4%
23.2%
24.5%
20.7%
Least Important ◊
* From 1,699 ConocoPhillips employees who completed the Career Drivers Profile from 2006 through 2009.
◊ This column adds to more than 100% because 50 percent of all participants had two or more drivers with the same lowest score.
Ensuring
Security17.5% 22.4%
MMC ConocoPhillips NTPT 0110 41© 2010 Targeted Learning
Select Your Top Two Drivers
1. Fostering Innovation2. Serving Others3. Being the Expert4. Leading Others5. Gaining Autonomy6. Ensuring Security7. Maintaining Balance8. Achieving Stretch
16
MMC ConocoPhillips NTPT 0110 42© 2010 Targeted Learning
Select Your Bottom Two Drivers
1. Fostering Innovation
2. Serving Others3. Being the Expert4. Leading Others5. Gaining Autonomy6. Ensuring Security7. Maintaining Balance8. Achieving Stretch
16
MMC ConocoPhillips NTPT 0110 43© 2010 Targeted Learning
Managing Your Weaknesses (i.e., Talent Deficiencies)
1. Partner with people who have talents that compensate for your weaknesses.
2. Avoid assignments where your weaknesses are likely to become derailers.
3. Renegotiate the requirements of the job.
4. Change the system or process.
5. Adopt enabling technology.
18
6. Move to a job or career path that represents a better fit.
MMC ConocoPhillips NTPT 0110 44© 2010 Targeted Learning
The Hazards of Fixing Weaknesses
MMC ConocoPhillips NTPT 0110 45© 2010 Targeted Learning
Potential Derailers:
• A weakness that undermines your ability to achieve either business or career goals
• A trait that inhibits your overall perceived effectiveness
• An issue (habit, behavior, trait) that is mission critical to your job
• A trait, habit or behavior that is considered critical for everyone in the organization to exhibit
• An overused or misapplied strength
18
MMC ConocoPhillips NTPT 0110 46© 2010 Targeted Learning
Framing Your NeedsAVOID:
1. Blaming others or pointing fingers.
2. Questioning the integrity of others.
3. Portraying a WIIFM or an entitlement mentality.
4. Being a source of problems.
5. Focusing on your disagreements.
23
DO:
1. Depersonalize issues.
2. Give others the benefit of the doubt.
3. Talk about “WIIFT” (what’s in it for them).
4. Come to the table with solutions.
5. Focus on your mutual interests and on finding common ground.
MMC ConocoPhillips NTPT 0110 47© 2010 Targeted Learning
Framing Your NeedsINSTEAD OF:
1. You are not giving me meaningful work…
2. There are some things about my job that frustrate me…
3. You don’t give me feedback to help me improve…
4. To be happy at work I need more…
5. I strongly disagree with…6. I don’t feel like I’m
getting the recognition I deserve…
7. You are not being fair in evaluating me…
23
TRY:
1. I feel I’m ready for additional responsibility…
2. I’d like to add more value on the team, and I have a suggestion…
3. I’d like to improve my skills in this area and need your help in the form of feedback.
4. I’m committed to achieving the goals of the team, and to do that I need…
5. I share you concerns about…6. I have some ideas for
expanding my contributions to the success of the team, and I’d like to explore…
7. I know that the system often fails to give you the information you need to accurately evaluate everyone who reports to you…
MMC ConocoPhillips NTPT 0110 48© 2010 Targeted Learning
Five Keys to the Perfect Pitch
1. Know Your Manager’s Needs and Concerns in Advance
2. Write Your Manager’s Case Before You Even Start Your Own
3. Start and End with Specific Mutual Interests
4. Tailor the Flow to Your Manager5. Remember the Paradox of Influence: You
have to Give Up Control to Gain Influence
24
MMC ConocoPhillips NTPT 0110 49© 2010 Targeted Learning
Group Exercise: Taking Control of Your Destiny
• Identify your current state of engagement, and the future state you would like to create.
• Identify what you can do for yourself.
• Identify those who can help.
25
You began this process on page 4 of your prework:
MMC ConocoPhillips NTPT 0110 50© 2010 Targeted Learning
Group Exercise: Taking Control of Your Destiny
Within your groups take turns to:
• Share your responses to pages 9, 10, 13 and 14 of your prework.
• Share your responses to questions 2 and 3 on page 4 of your prework report (note—page 4 consists of two or three consecutive pages),
• Ask for feedback on your action ideas and seek input on any concerns you have about implementing your action ideas or talking to your manager about your concerns (question3).
Remember—What gets shared here stays here.
25
MMC ConocoPhillips NTPT 0110 51© 2010 Targeted Learning
Consolidating Your Learnings
1. Review your notes for Modules 1 and 2 and capture your insights and action items on page 1 of the Learning and Applications Log.
2. Answer questions 1, 2 and 3 on page 2 of the Learning and Applications Log.
3. Write down a personal vision of contribution statement on page 2 of your Learning and Applications Log (#1: My Desired Contribution).
26
MMC ConocoPhillips NTPT 0110 52© 2010 Targeted Learning
My Desired Contribution: Vision Statements Examples
Your vision should capture what you want to accomplish at ConocoPhillips in the next few years—including how this will engage your passion, use your competence and meet the organization’s needs.—“I plan to enhance the competitiveness of this company by shaping the company’s technological direction.”
—“I plan to lead new product development projects that significantly impact the company’s bottom line.”
—”I plan to be the expert that people seek out when they have questions about the technology.”
—“I plan to help people build careers that lead to fun, fulfillment and financial peace of mind.”
—“I plan to make this company a market leader where employees love their work.”
—“I plan to engage the discretionary efforts and energy of employees in ways that increase their own satisfaction while simultaneously maximizing their contributions to the success of the company.”
26
MMC ConocoPhillips NTPT 0110 53© 2010 Targeted Learning
Module Three
The Organization’s Success: What is the Current and
Desired Future State of My Contributions to the Success
of the Organization?
MMC ConocoPhillips NTPT 0110 54© 2010 Targeted Learning
The Continuous Development Model
ConocoPhillips27
MMC ConocoPhillips NTPT 0110 55© 2010 Targeted Learning
Module Three Objectives
By the end of this module you will know:
1. The key to creating competitive advantage in a knowledge economy.
2. The key to being seen as a high performer throughout your career.
3. How you are currently contributing to the success of ConocoPhillips, and how you can best expand your contributions to the success of the organization.
27
MMC ConocoPhillips NTPT 0110 56© 2010 Targeted Learning
Intellectual Capital:The Key to Meeting Your Customer’s Needs
Physical Capital: property, plant, equipment, raw materials, and money.
Capital: a store of assets that can be used to create future returns.
Intellectual the intangible assets ofCapital: an organization such as
knowledge, information, experience, intellectual property, customer loyalty, etc.
28
MMC ConocoPhillips NTPT 0110 57© 2010 Targeted Learning
The Value of Intellectual Capital
Intellectual Capital
Physical Capital99%
1%
Microsoft U.S. Economy
70%(Estimated
to be approx. 20% in 1980)
30%
ConocoPhillips
53%47%
28
MMC ConocoPhillips NTPT 0110 58© 2010 Targeted Learning
Research on the Stages of Contribution
94%
70%
60%
26%
15%
0
100
Acquiring Applying Creating Sharing Leveraging
Percent Viewed as Above Average
Average Age
39 39 41 41 44
100%
0%
StageOne
StageTwo
StageThree
StageFour
StageFive
29
MMC ConocoPhillips NTPT 0110 59© 2010 Targeted Learning
Study Conclusion
To be consistently viewed as a high performer, an individual needs to move beyond Stage ___. Only Stage _____, Stage _____ and Stage ____ consistently deliver competitive advantage for the individual.”
Two ThreeFour Five
29
MMC ConocoPhillips NTPT 0110 60© 2010 Targeted Learning
• Institutionalizing knowledge (e.g., best practices) and building organization capability.
• Championing new systems, products, work processes, etc.
• Shaping/making decisions that cross organizational boundaries.
• Building the ability and confidence of others:—coaching —teaching—motivating—clarifying—giving
feedback
• Building team capacity.
• Questioning the status quo.
• Adapting existing knowledge to new uses.
• Inventing (but not championing) new methods, products, technologies, etc.
• Completing important tasks independently.
• Demonstrating mastery.
• Taking initiative within established norms or parameters.
• Learning from others and from experience.
• Moving towards mastery.
• Acting under direction from others.
Leveraging Knowledge
Sharing Knowledge
Creating Knowledge
Applying Knowledge
Acquiring Knowledge
The Five Stages of Contribution
Acquiring Knowledge
Applying Knowledge
Creating Knowledge
Sharing Knowledge
Leveraging Knowledge
29
MMC ConocoPhillips NTPT 0110 61© 2010 Targeted Learning
Summary of Key Learnings
• Growing through the stages makes one more valuable to the organization.
• Growing through the stages can be achieved independent of one’s position.
• Growing through the stages is how one can make more of a difference in organizations—and thereby increase one’s career satisfaction.• Growing from one stage to the next does not necessarily mean more work. It represents a more effective way to use one’s time to make a difference.
30
MMC ConocoPhillips NTPT 0110 62© 2010 Targeted Learning
• Creativity and resourcefulness
• Expansive networking
• Dealing with ambiguity
• Influence, persuasion and leading others
• External, industry, and strategic perspective
• Negotiation
• Coaching and interpersonal skills
• Teamwork• Influence, persuasion and leadership
• Organization perspective
• Collaboration and “sense of security”
• Modeling
• Technical depth
• Analytical skills
• Risk taking• Creativity and resourcefulness
• Balancing competitiveness and collaboration
• Technical networking
• Dealing with uncertainty
• Technical and analytical skills
• Teamwork skills
• Initiative and sound judgment
• Balancing dependence and independence
• Organizational context
• Self-motivation
• Self-knowledge
• Learning from others
• Seeking help and direction
• Being open to feedback
• Attention to details
• Working with others
• Flexibility• Admitting mistakes
Leveraging Knowledge
Sharing Knowledge
Creating Knowledge
Applying Knowledge
Acquiring Knowledge
Most Critical Competencies by Stage
Acquiring Knowledge
Applying Knowledge
Creating Knowledge
Sharing Knowledge
Leveraging Knowledge
30
MMC ConocoPhillips NTPT 0110 63© 2010 Targeted Learning
The Engagement Cycle
Ability
High
Low
MotivationHigh Low
B C
A D
X
31
MMC ConocoPhillips NTPT 0110 64© 2010 Targeted Learning
Where are YOU right now in the Engagement Cycle?
1. A2. B3. C4. D
MMC ConocoPhillips NTPT 0110 65© 2010 Targeted Learning
The Stages and The Engagement Cycle
Ability
High
Low
MotivationHigh Low
Creating
Sharing
Leveraging
Acquiring
Applying
What can you do to expand vertically in your current job?
Why do some people end up in quadrants C and D?
B C
A D
31
MMC ConocoPhillips NTPT 0110 66© 2010 Targeted Learning
What are the dangers of changing jobs too
frequently?
B C
A D
B C
A D
Other Options – Job Change
Applying
Acquiring Acquiring
31
MMC ConocoPhillips NTPT 0110 67© 2010 Targeted Learning
The Value Added by the Stages of Contribution
Please read the ways the stages model can add value, and check off any that are particularly relevant for you or those you lead.
32
MMC ConocoPhillips NTPT 0110 68© 2010 Targeted Learning
MMC ConocoPhillips NTPT 0110 69© 2010 Targeted Learning
To Secure the Benefits of Feedback, You Must:
2. Accept that when feedback is inaccurate, it is still a gift.
1. Accept that all feedback is subjective.
3. Accept feedback as a gift, even if you don’t like the wrapping.
4. Take pleasure in the reinforcing feedback, and use it to build on your strengths.
5. Avoid getting stuck in the emotions of SARA’s cycle.
32
MMC ConocoPhillips NTPT 0110 70© 2010 Targeted Learning
Working Through SARA’S Cycle
urprise
nnoyance
eflection
cceptance
upport
S
A
R
A
S
Shockx
Anger x
Rejection x
33
MMC ConocoPhillips NTPT 0110 71© 2010 Targeted Learning
Research Shows
1. Of those who get face-to-face input from the
feedback givers, 94% are perceived to demonstrate
positive behavior change by those who gave the
feedback.
2. Of those who don’t get face-to-face input from
the feedback givers, only 40% are perceived to
demonstrate positive behavior change. The other
60% are perceived to either make no change—or get
even worse!See feedback discussion agenda on pg. 36.
33
MMC ConocoPhillips NTPT 0110 72© 2010 Targeted Learning
Acquiring Knowledge
FR
Please indicate how often John Doe exhibits the following behaviors or characteristics:
Please indicate how often John Doe exhibits the following behaviors or characteristics:
Over the coming year, would you want to see this person do more, less, or the same amount in this area:
Over the coming year, would you want to see this person do more, less, or the same amount in this area:
Group Number Avg. Score
1 2 3 4 5
More Less Same N/A DK
Self 1 4 -- -- -- -- --
Mgr 1 3 100 0 0 0 0
Peers 4 3.75 25 25 50 0 0
DR 7 4.22 42 14 28 0 14
Total 3.96 41.2 16.5 33 0 8.2
This person understands what is expected of her/him and how her/his performance will be measured at the end of the year.
This person understands what is expected of her/him and how her/his performance will be measured at the end of the year.
MMC ConocoPhillips NTPT 0110 73© 2010 Targeted Learning
56. Of these 5 categories of contribution, which one represents this person’s most important growth opportunity for the next year.
57. Which of these 5 categories of contribution represents this person’s second most important growth opportunity?
Feedback Report
FR
Group Number Acquire Apply Create Share Leverage
Self 1 0 0 1 0 0
Mgr 1 0 0 1 0 0
Peers 21 0 4 6 3 3
DR 0 0 0 0 0 0
Group Number Acquire Apply Create Share Leverage
Self 1 0 1 0 0 0
Mgr 1 0 0 1 0 0
Peers 21 0 2 6 7 1
DR 0 0 0 0 0 0
MMC ConocoPhillips NTPT 0110 74© 2010 Targeted Learning
Consolidating Your Learnings
Review your notes for Module 3 and then complete your IDP on pages 2 and 3 of the Learning and Applications
Log:
• Revisit “My Desired Contribution” and update if you believe it is necessary.
• Predominant Stage (Current and Target—see questions 4 and 5 on page 34).
• What I need to work on (See question 8 on previous page).
• Strengths (See question 2 on p. 34).
• Potential Derailers (See question 3 on p. 34).
36
MMC ConocoPhillips NTPT 0110 75© 2010 Targeted Learning
Module Four
How Do I Create an Effective Development Plan?
MMC ConocoPhillips NTPT 0110 76© 2010 Targeted Learning
The Continuous Development Model
ConocoPhillips39
MMC ConocoPhillips NTPT 0110 77© 2010 Targeted Learning
Module Four Objectives
By the end of this module you will have created a development plan that:
1. Is anchored in the realities that exist at ConocoPhillips, and
2. Will maximize your probability of success.
39
MMC ConocoPhillips NTPT 0110 78© 2010 Targeted Learning
Anchor the Plan in Reality
Richard A. Moran: “Career path implies a well worn route. The truth is that you make your own way running around the organizational bushes and brambles.”
What is a career path?
A career path is the general direction a person’s career might take—e.g., line or staff, technical or managerial, marketing or operations, research or commercial, upstream or downstream, etc.
ConocoPhillips40
MMC ConocoPhillips NTPT 0110 79© 2010 Targeted Learning
What are the Career Paths at ConcocoPhillips*?
Local Career Paths---Salary and Progression is locally or represented agreement based
Managed locally or by represented agreement
Local professional, clerical or technician ranks
Nationally Based Industry Professions
Salary and Progression are nationally
and/or globally based
Business Professional (HR, GSS, Finance)
Downstream Technical Upstream Technical
Legal Aviation Medical
Purchasing Non-Technical Sales
57%
40%
~10%Supervisors and managers
Executive & Senior Management3%
ConocoPhillips
* Does not include store/retail employees
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MMC ConocoPhillips NTPT 0110 80© 2010 Targeted Learning
How Does One Change Career Paths?
• Voluntary
• Mutually directed development
• Business need
• Voluntary
• Mutually directed development
• Business need
Career paths can change under the Career paths can change under the following circumstances:following circumstances:
ConocoPhillips42
MMC ConocoPhillips NTPT 0110 81© 2010 Targeted Learning
What Influences Career Path Opportunities?
ConocoPhillips42
MMC ConocoPhillips NTPT 0110 82© 2010 Targeted LearningConocoPhillips43
Resources to Help You Identify and/or Access Available
Opportunities
• Supervisors/Managers
• Human Resources Business Partner
• Talent Management Teams (TMTs)
• Career Express or Career Link
• Training Resources
• Job Postings
• Personal Profiles (internal resumes)
• Individual Development Plans
• Functional Career Maps
MMC ConocoPhillips NTPT 0110 83© 2010 Targeted LearningConocoPhillips43
Talent Management Team Roles
・ Identify current and future functional skills to
meet business strategies
・ Assess aggregate and individual functional skills—
strengths & gaps
・ Develop comprehensive company strategies to
recruit, promote, monitor and develop employees
within function to meet current and future
organizational needs
・ Identify and allocate senior functional expertise
within function
・ Develop career planning tools for employees within
their function
MMC ConocoPhillips NTPT 0110 84© 2010 Targeted LearningConocoPhillips
Talent Management Teams in ConocoPhillips
Upstream
Asset Management
Business Development
Geology & Geophysics
Production Technology &
Operations
Reservoir Engineering
Wells Engineering &
Operations
Downstream
Downstream Engineering
Marketing
Transportation
Commercial & Corporate Staffs
Commercial
Communications & Public Affairs
Finance
GSS
GIS
Health, Safety & Environment
Human Resources
Integrated Occupational Health
Services
Legal
Project Management
Procurement
Downstream Research & Development
Real Estate & Facilities
Technical Marketing & Development
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MMC ConocoPhillips NTPT 0110 85© 2010 Targeted LearningConocoPhillips44
Employee Profile
• Serves as an employee’s COP internal resume
• Captures an employee’s key experiences, skills
and career objectives
• Used within and shared with the online job
posting/application process
• Can be made available to supervisors, hiring
managers and related decision makers
performing internal talent searches
MMC ConocoPhillips NTPT 0110 86© 2010 Targeted Learning
Have you updated your employee profile in the last 6 months?
1.Yes2.No
MMC ConocoPhillips NTPT 0110 87© 2010 Targeted LearningConocoPhillips44
Employee Profile—Job Search/ Application Integration
Searching and applying for Open Job Positions• Use Career Express, if you are searching/applying
for positions located inside the United States or Canada
• Profile integrates automatically for US and Canadian positions
• Profile changes require 4 hours for processing
• Use Career Link, if searching/applying for positions located outside of the United States or Canada
• No automated profile integration• Employee profile e-mailed to job posting manager by
employee (copy/paste into MS Word document)
• May require searching both systems to find all positions in your area of interest
MMC ConocoPhillips NTPT 0110 88© 2010 Targeted Learning
In-Place Development Plans that Maximize the Probability of Success
Review the development plans on pages 45 through 47. What do you see in those plans that significantly increases the likelihood of significant growth and goal attainment?
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MMC ConocoPhillips NTPT 0110 89© 2010 Targeted Learning
Create Development Plans that will Maximize Your Probability of Success
Experience
Formal Training & Education
Individual Relationships & Feedback
~70%
~20%
~10%
ConocoPhillips48
Apply the 70:20:10 Rule*
*100 Things You Need to Know: Best People Practices for Managers & HR, Robert W. Eichinger, Michael M. Lombardo, David Ulrich, Lominger Limited, Inc. Minneapolis, USA. 2004
MMC ConocoPhillips NTPT 0110 90© 2010 Targeted Learning
The 70:20:10 Rule Maximizes Your Probability of Success*
•70 percent of the learnings that drive leadership success come from on-the-job and other experiences—learning by doing.
•20 percent of the learnings come in the form of reflection, feedback, coaching and advice from managers, colleagues, mentors and others.
•10 percent comes from formal education and training.
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*100 Things You Need to Know: Best People Practices for Managers & HR, Robert W. Eichinger, Michael M. Lombardo, David Ulrich, Lominger Limited, Inc. Minneapolis, USA. 2004
MMC ConocoPhillips NTPT 0110 91© 2010 Targeted Learning
Exercise: Getting Input
• The first person in the group will start by sharing her/his “What I need to work on” statement from their IDP. The other group members will have 5 minutes to give this person as many suggestions as they can.
• The advice seeker is simply to listen, make notes, say thank you, and ask clarifying questions.
• The advice givers may recommend ways to fix a deficiency as well as ways to “manage” it. Advice givers should keep the 70:20:10 rule in mind.
• The above process is to be repeated until every member of the group has had an opportunity to receive suggestions concerning his/her top development priority.
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MMC ConocoPhillips NTPT 0110 92© 2010 Targeted Learning
Exercise: Individual Action Planning
Time: 10 minutes
INSTRUCTIONS: Using the ideas from:
1. The previous exercise,
2. The Personal Development, as well as
3. The ideas on this and the next two pages,
4. Take 10 minutes to complete the In-Place Development Plan for the priority you identified in your IDP. (What I need to work on) (The IDP form is on pages 2 and 3 of your Learning and Applications Log.) 50
MMC ConocoPhillips NTPT 0110 93© 2010 Targeted Learning
Completing Your IDP
Take 5 minutes to complete the balance of your IDP (pages 2 and 3
of your Learning and Applications Log):
For the “Long Term Development Positions/Experiences” you should consider:
1. Your “Desired Contribution” and “Target Stage” (on the IDP)
2. Your ideas in Step 9 of 9 on page 15 of your prework
3. The “Seven Experiences to Accelerate Your Growth”
4. The examples from the next page
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MMC ConocoPhillips NTPT 0110 94© 2010 Targeted Learning
Module Five
How Do I Get the Support I Need to Implement My IDP and
Achieve My Goals?
MMC ConocoPhillips NTPT 0110 95© 2010 Targeted Learning
The Continuous Development Model
ConocoPhillips55
MMC ConocoPhillips NTPT 0110 96© 2010 Targeted Learning
Module Five Objectives
To give you the tools, concepts and skills that will enable you to:
• Engage your manager in a productive career/development discussion.
• Get the support you need to implement your plan and achieve your goals.
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MMC ConocoPhillips NTPT 0110 97© 2010 Targeted Learning
IDP Discussion Agenda
Step 1: BUILDING SHARED UNDERSTANDINGWhat do we want to accomplish?
Step 2: CREATING ALIGNMENTHow do we align the individual’s
needs with the organization’s needs?
Step 3: LOOKING BACKWARD AND FORWARDIs the plan SMART, who will do what,
and what are our next steps?
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MMC ConocoPhillips NTPT 0110 98© 2010 Targeted Learning
IDP Discussion Demo Script
• Context: Mel Bradshaw is a software engineer who has been with the company for almost three years. He is meeting with his supervisor Pat Warren to discuss his development plan. Mel has attended the Mastering My Career workshop, but Pat has not.
• Roles:
—Supervisor-Pat
—Direct Report-Mel
—Observer(s)
• Debrief and then rotate roles at the end of each page.
• Observers answer question in margin.
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MMC ConocoPhillips NTPT 0110 99© 2010 Targeted Learning
How Effective Was Mel?
1. Highly Effective
2. Effective
3. Somewhat Effective
4. Not Effective
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MMC ConocoPhillips NTPT 0110 100© 2010 Targeted Learning
How Effective Are You?
Considering your past career discussions, how effective have you been compared to Mel?
1. More Effective2. Same3. Less Effective
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MMC ConocoPhillips NTPT 0110 101© 2010 Targeted Learning
How Confident Are You?
Are you confident that you can lead a career discussion as effectively as (or better than) Mel?
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1. Yes2. No
MMC ConocoPhillips NTPT 0110 102© 2010 Targeted Learning
Coaching Circles: Instructions
1. In groups of 3, group members take turns to share their draft action plans and receive coaching.
PURPOSE: To give you the opportunity to receive coaching on your IDP
2. The learner (or receiver of coaching) should:
1. Share her/his plan,
2. Point out any concerns and expected challenges,3. Ask for input and feedback, and
4. Receive it like a gift.
3. The coaches are to:
— Listen carefully — Ask questions
— Offer candid feedback — Ensure plan is complete— Ensure that the action steps are weighted towards
on-the-job actions and experiences.
4. Time = 30 minutes (3 x 10 or 2 x 15 or 4 x7).
Remember—what gets shared here stays here.66
MMC ConocoPhillips NTPT 0110 103© 2010 Targeted Learning
COMMITMENTS AND NEXT STEPS
Finalize and Implement Your IDP
Refine Your IDP to Improve Alignment
Have an IDP Discussion with a Colleague
Complete 1st Draft of Career Development Plan
Discuss Your IDP with Your Manager(Prior to your scheduled discussion, give your manager the
“IDP/Career Discussion Guide for Coaches” found in the Appendix)
Review Learning and Applications Log
Conduct Informational Interviews(as necessary to fill in any gaps, i.t.o. opportunities and company needs)
If needed, hold feedback meeting with your manager (agenda p. 68)
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