1. Competency-based career planning Doctoral Summer School Santander, 9th December 2013

2. Intra-European and Inter- Continental mobility programmes for: Students Doctoral candidates Postdocs Administrative staff Identification and promotion of individual and institutional expertise Specialised workshops and seminars Thematic interest groups and task forces What we do Setting up consortia for EU- funded projects in joint pogrammes, research, and mobility Reinforcing collaboration in research and innovation Strengthening of social mission of universities Privileged contacts to university associations and HEIs worldwide Collaboration with USA, Latin America, China, and Eastern Partnership Representing members at international fora and events I. Internationalisation strategy II. Academic collaboration III. Transfer of knowledge IV. Academic mobility

3. Regional Collaboration & Mobility Transfer of Knowledge Berkeley Exchange Programme – USA Alfa Puentes – Latin America ICon – Intercontinental Academic Mobility Programme STEP Programme – Placements for students Summer Schools for Doctoral Students Specialised workshops and seminars Thematic Task Forces and interest groups Strategic Alliances Strengthening Research Capacities Collaboration with university associations and HEIs with Latin America (AUGM, FAUBAI, ASCUN, OUI) Consortia for global and intra European mobility United Nations’ Academic Impact Project Networking for EU-funded projects Assistance with internationalisation of Science and Technology Specialised courses and workshops Competence development activities Selected Projects and Activities

4. Manage your competences

5. Definitions SkillsCompetences A skill is the learned capacity to carry out pre-determined results often with the minimum outlay of time, energy, or both. Skills can often be divided into domain- general and domain-specific skills. A cluster of related abilities, commitments, knowledge, and skills that enable a person (or an organization) to act effectively in a job or situation. Competence can occur in any period of a person's life or at any stage of his or her career.

7. Skills typologies Generic skills Capacity for applying knowledge in practice Planning and time management Oral and written communication in your native language Knowledge of a second language Elementary computing skills Research skills Capacity to learn Information management skills (ability to retrieve and analyse information from different sources) Critical and self-critical abilities Capacity to adapt to new situations Capacity for generating new ideas (creativity) Problem solving Interpersonal skills Appreciation of diversity and multiculturality Ability to work autonomously Initiative and entrepreneurial spirit Ethical commitment Concern for quality Transferrable skills Plan and arrange events and activities Delegate responsibility Motivate others Deal with obstacles and crises Multi-tasking Co-ordinate fundraising activities Coaching Research Manage finances Work in a foreign language Manage ethical issues Understanding of cultures and customs of other countries

8. Knowledge AttitudeSkill Competence

9. Challenges of K-based Economy Resources in Knowledge-based Economy Resource Hierarchy Model by Javidan 1998

10. Shifting towards learning organisations From… Towards… Attitude „knowledge gives power” Many levels of management Irregular training activities Power resulting from the position held Imbalanced responsibility Culture of blaming others Culture of rules and principles Organisational silos Avoiding risks Orientation on organisation Lack of transparent management rules Rational or controlled access to information Task forces created by management Attitude „We value sharing knowledge” Few levels of management Continuous education Power resulting from being a part of a community of experts Joint responsibility Culture of responsibility Culture of values and people Multidisciplinary teams of experts Entrepreneurial spirit Orientation on customer Full transparency of management Full access to information Communities of practice

11. New category of workers

12. Knowledge Worker Produce and own intangible assets of organisation (tacit knowledge) Generate added value for organisations Many self-employed at SMEs or work as freelancers More loyal to their professional groups than organisations Know more about a specific area than their supervisors Have to process, retain and develop a large amount of knowledge Able to work independently on complex problems Refuse following strict or rigid rules or procedures Motivated by challenges and growth rather than power or money Mobile Require other team members to perform their duties (importance of networking, communication skills) Apt at using information and communication technologies Expect flexible organisation, task-oriented work, teamwork and democratic styles of management

13. Competence-based HRM AreasMethods Assessment and selection Performance management Learning and development Succession management Talent management Competence frameworks Job profiling Specific assessment tools

14. Design your unique career path

15. PhD for Industry or Academia? Career prospects for doctoral candidates – Research Organisations – SMEs – Large Entreprises – Academia – Research institutes – Self-employment

19. Competence-based approach towards professional career planning

20. Professional Competences

21. http://www.youtube.com/watch?v=0QUyCrf2hiI

22. Create your personal brand

24. 5 STEPS TOWARDS PERSONAL BRANDING 1.ACKNOWLEDGE YOUR UNIQUENESS 2.STAND OUT 3.BE YOUR OWN BOSS 4.FORGET ABOUT A LADDER 5.BUILD YOUR BRAND

25. 5 STEPS TOWARDS PERSONAL BRANDING 1.ACKNOWLEDGE YOUR UNIQUENESS THROUGH EXPANINDG YOU SELF AWARENESS a.Practice feedback analysis b.Use psychometric tests (personality or competence tests) c.Get to know your strengths (Gallup’s Test - The strengths finder 2.0) d. Ask different questions

26. 5 STEPS TOWARDS PERSONAL BRANDING 2. STAND OUT a.What are your values? b.What motivates you? c.What gives you energy and joy? d.What do you stand for in your life? e.How would you like to contribute?

27. 5 STEPS TOWARDS PERSONAL BRANDING 3. BE YOUR OWN BOSS a.Accept yourself as you are b.Accept responsibility for your own growth c.Know what you want d.Control your focus

28. 5 STEPS TOWARDS PERSONAL BRANDING 4. FORGET THE LADDER a.Grow from within b.Follow your true interest and passion c.Strive for excellence d.Enjoy the process e.Get out from your comfort zone

29. 40% of time 60% of time

30. 5 STEPS TOWARDS PERSONAL BRANDING 5. CREATE YOUR OWN BRAND a.Be genuine b. Take a stand – communicate your qualities, values, and goals by action not words c.Create a value of what you do to others – it’s about giving e.Build a network of partners – help others grow too f.Collect testimonials and personal portfolio

31. Identity does not derive from our nationality, position, or a social status. It’s a combination of our strengths, talents, passions, and the purpose that you bring in to your life.

32. Take a next step

33. Answer 3 fundamental questions 1. What do you want to experience in life?

34. Answer 3 fundamental questions 2. How would you like to grow? What would you like to learn?

35. Answer 3 fundamental questions 3. How would you like to contribute?

36. EliminateRaise ReduceCreate Value > important than effort Value High Low High Cost/effort

38. “A winner is a dreamer who never gives up” Nelson Mandela

39. http://www.youtube.com/watch?v=sb2YOg_dkQM

40. Thank you for your attention! Wioletta Węgorowska Executive Director SGROUP European Universities’ Network Rue de Stassart 119 1050 Brussels, Belgium wioletta.wegorowska@sgroup.be www.sgroup.be