1. Career Development Awareness © The Employee Engagement Group 2011 All Rights Reserved

2. Agenda © The Employee Engagement Group 2011 All Rights Reserved TimeTopic 00:00Introductions 00:00Topic title 00:00Topic title 00:00Topic title 00:00Topic title 00:00Topic title 00:00End of Session

3. Workshop Objectives At the end of this training… –[objective #1] © The Employee Engagement Group 2011 All Rights Reserved

4. Career Development Awareness Training Goals: –Introduce vertical and lattice career tracks –Introduce the benefits of job realignment and job enrichment –Emphasize career movement based on performance and potential, vs. longevity and entitlement –Provide ideas for driving your own career development –Increase understanding of different ways to learn and develop yourself © The Employee Engagement Group 2011 All Rights Reserved

5. –Define employee profile –Define vertical and lattice paths –Define job enrichment assignments –Define job realignment options –Discuss classification hierarchy –Review steps to identify your career goals and developmental needs –Discuss internal and external learning and development opportunities –Take responsibility! Next steps Overview © The Employee Engagement Group 2011 All Rights Reserved

6. Employee B.E.S.T. Profile –Technical, professional, business, interpersonal, and leadership –Can be learned/ developed –On-the-job assignments, coaching, & training are essential Experience/Skills –How we interact with others –Values/Motivators –Can be encouraged/ discouraged –Personality characteristics –Work, management and leadership styles Behaviors/Traits Self-Image Trait Motive Skill Knowledge Necessary for top performance but not sufficient Easier to see and develop Characteristics that lead to longer-term success Harder to see and develop © The Employee Engagement Group 2011 All Rights Reserved

7. Option 1 - Vertical Movement Level III −Shapes organizational direction Level II –Develops others –Interfaces Level I –Performs tasks under supervision –Establishes distinctive competence Responsibility –Director –Strategist –Business developer –Manager –Integrator –Mentor –Business developer –Assistant –“Mentee” –Individual contributor Primary Role –Assumes responsibility for the organization –Assumes responsibility for others –Dependence –Independence Relationship © The Employee Engagement Group 2011 All Rights Reserved

8. Option 2 – Lattice Career Track –More flat organizational structure is decreasing number of high level managerial positions –Change in position, but not necessarily a change in money or status –Increases your: breadth of knowledge and skills marketability job satisfaction © The Employee Engagement Group 2011 All Rights Reserved

9. Career Lattice Model Company Level Line Project & Program Mgt. Technical Sales & Marketing Administrative Other Business Lines © The Employee Engagement Group 2011 All Rights Reserved

10. Technical/Project Management Career Lattice Model [division] © The Employee Engagement Group 2011 All Rights Reserved

11. Option 3 - Job Realignment –Movement can be reversed –Lessens responsibility –Increases utilization of your interests –Relieves stress –Career re-direction: weigh job satisfaction against loss in status and/or money –Real success is being satisfied in one’s job L ife can only be understood backwards, but it must be lived forwards. Soren Kierkegaard © The Employee Engagement Group 2011 All Rights Reserved

12. Option 4 - Job Enrichment –Enhance/diversify your present position –Most job responsibilities can be flexible –Most appropriate for those who want to grow in present position and those who are losing job satisfaction –Well-rounded employees make the company more flexible and responsive to client needs © The Employee Engagement Group 2011 All Rights Reserved

13. Job Movement Option 1 2 3 4 Movement Vertical “Lattice” Job Realignment Job Enrichment © The Employee Engagement Group 2011 All Rights Reserved

14. Which bucket do you fall into? As you think about your own career development, which best describes you… Know what I want to do Not sure how to get what I want Have some idea of what I want to do Not sure of the options available Don’t really know what I want to do Not sure how to figure it out ? 1 2 34 © The Employee Engagement Group 2011 All Rights Reserved

15. Extract Learning from Experiences Assess Interests & Competencies: Identify G.A.P.S. Developmental Planning Process Challenging Assignments Learning from Others Training & Reading Select Priority Development Goals Implement Plan © The Employee Engagement Group 2011 All Rights Reserved Choose 3-4 Development Strategies

16. Assess Interests and Competencies Complete a G.A.P.S. Analysis: 1. Identify your short-term and longer-term career interests and Goals 2. Assess your Abilities 3. Get information about how others see you--their Perceptions 4. Find out what the Success Factors are for the position/ job/career that you are interested in pursuing Where You are Now Where You Want to Go Your view Others’ view A bilities: What You Can Do P erceptions: How Others See You G oals: What You Want to Do S uccess Factors: What Others Expect © The Employee Engagement Group 2011 All Rights Reserved

17. Know Thyself Where You are NowWhere You Want to Go Your view Others ’ view G oals: What You Want to Do Think about what is important to you at work and in the rest of your life, as well as why those things are important. What do you want to do in the future? A bilities: What You Can Do Assess what knowledge, skills, competencies you have and the different ways you can apply them. Look objectively at your skills in situations where you have and have not been as successful. P erceptions: How Others See You Others’ observations and how they interpret them can differ from your own perceptions and intentions. A full picture of yourself should include a view through other lenses; ask for feedback from multiple sources. Start with your manager. Success Factors: What Others Expect Find out what the organizational and position requirements are for the job you’re interested in. Determine what criteria you would need to meet to get the job, and what would be expected of you once in the job. G oals A bilities P erceptions S uccess Factors © The Employee Engagement Group 2011 All Rights Reserved

18. G.A.P.S. Example Where Kris Is NowWhere Kris Wants to Go Kris’ view Others’ view G oals: Become a section manager. Longer-term, become a department manager. Have more autonomy and decision-making authority. Use people skills and experience to foster a thriving, creative atmosphere within the team. A bilities: Bright, motivated, hard-working. Strong project management, communication, and problem-solving. Solid in strategic thinking and people skills. Need better business acumen, experience leading teams, and influencing peers and sr. mgmt. P erceptions: A talented project manager who has a reasonable understanding of the business and competitive forces shaping the industry. Not yet a powerful leader; tends to let her mgmt set the direction rather than articulating and supporting her own point of view. Modest impact and lack of cross functional experience have kept her out of consideration for a DM job. Success Factors: Department managers need to: Be independent thinkers who can make good business decisions in the face of ambiguity Understand and address the issues facing the business Provide strong leadership, especially in terms of building teams, engaging staff, and working through others to achieve goals. © The Employee Engagement Group 2011 All Rights Reserved

19. “How can you get very far, If you don’t know Who You Are? How can you do what you ought, If you don’t know What You’ve Got? And if you don’t know Which To Do, Of all the things in front of you, Then what you’ll have when you’re through, Is just a mess without a clue Of all the best that can come true If you know What, and Which, and Who.” - Benjamin Hoff, The Tao of Pooh © The Employee Engagement Group 2011 All Rights Reserved

20. Values and Work –Jobs inherently are neither satisfying or unsatisfying –It’s the fit between the job characteristics and your personal values that determines how satisfying it is G oals: What You Want to Do Where You are Now Your view © The Employee Engagement Group 2011 All Rights Reserved

21. Work Values Worksheet –What characteristics of a job or work assignment do you particularly like or dislike? Complete the worksheet, which can be found on the intranet: Training site, Core Skills, Career Path Awareness Discuss with your manager © The Employee Engagement Group 2011 All Rights Reserved

22. Success Factors –Identify 2-3 jobs you are interested in possibly pursuing as a next position or longer-term career Identify what you think are the: –Critical skill/knowledge and experience requirements –Key behaviors & traits –Talk to 1-2 people who are currently doing the job(s) you’re interested in Confirm what the success factors are Others’ view S uccess Factors: What Others Expect Where You Want to Go Self-Image Trait Motive Skill Knowledge © The Employee Engagement Group 2011 All Rights Reserved

23. Abilities & Perceptions –Take a few minutes to jot down What you consider to be your top 3 strengths What you think are your top 3 improvement areas –What you need to learn –Skills that need further development –Partner with someone who has the opportunity to observe you at work Share your self-assessment Ask for feedback/perceptions –What do I do well? –What might I do differently to improve? P erceptions: How Others See You Where You are Now A bilities: What You Can Do Your view Others’ view © The Employee Engagement Group 2011 All Rights Reserved

24. Extract Learning from Experiences Assess Interests & Competencies: Identify G.A.P.S. Developmental Planning Process Challenging Assignments Learning from Others Training & Reading Select Priority Development Goals Implement Plan © The Employee Engagement Group 2011 All Rights Reserved Choose 3-4 Development Strategies

25. Select Priority Development Goals –Discipline yourself to focus on one or two –Select those that are important to both you and the company –Make them specific enough to translate into action –Stay the course; don’t get distracted from your mission –Expect them to evolve over time © The Employee Engagement Group 2011 All Rights Reserved

26. Extract Learning from Experiences Assess Interests & Competencies: Identify G.A.P.S. Developmental Planning Process Challenging Assignments Learning from Others Training & Reading Select Priority Development Goals Implement Plan © The Employee Engagement Group 2011 All Rights Reserved Choose 3-4 Development Strategies

27. Choose Development Strategies –Added scope/responsibility/ authority within current job –New job –Temporary assignment –Developing/Starting something from scratch –Fixing an existing problem –Line to Staff –Projects –Task forces –High visibility/pressure Challenging Assignments Challenging Assignments © The Employee Engagement Group 2011 All Rights Reserved

28. Choose Development Strategies (cont’d.) –Internal Feedback Supervisor –Ongoing throughout year –Employee evaluation Technical/Service Line/Industry Leaders Peers Direct reports Mentor –External feedback Clients (can be internal in support services role) Learning from Others Learning from Others © The Employee Engagement Group 2011 All Rights Reserved

29. Choose Development Strategies (cont’d.) –Partner with someone more senior on a project –Observations/mentoring –New Boss –Role model/coach –Professional/Subject Matter Experts Learning from Others Learning from Others © The Employee Engagement Group 2011 All Rights Reserved

30. Choose Development Strategies (cont’d) –Internal Training/Development Corporate training Brown bag seminars Company driven (e.g. project management training) Self-directed learning tools - videos, computer- based training (internet), webinars Breakfast and lunch seminars –External Training/Development Seminars Conferences Accredited college/university courses Professional licensing/certification Professional associations/networking groups Training & Reading Training & Reading © The Employee Engagement Group 2011 All Rights Reserved

31. Extract Learning from Experiences Assess Interests & Competencies: Identify G.A.P.S. Developmental Planning Process Challenging Assignments Learning from Others Training & Reading Select Priority Development Goals Implement Plan © The Employee Engagement Group 2011 All Rights Reserved Choose 3-4 Development Strategies

32. Implementing Your Plan –Stretch your comfort zone –Chip away at your plan; invest daily in your learning and development –Be opportunistic –Be optimistic –Face your barriers –Reflect on learning What did I do well? What can I do differently next time? –Get feedback and support Expand Your Comfort Zone © The Employee Engagement Group 2011 All Rights Reserved

33. Your Manager’s Role At an individual level –Cultivate insight into G.A.P.S. Feedback on strengths and weaknesses Current and emerging company needs, success factors –Share ideas about competencies that are most important For different positions and career paths Today & in the future –Encourage commitment to 1-2 focused priority goals –Set realistic expectations about available development support –Create new ways for people to “stretch” and develop skills –Link people with resources and support © The Employee Engagement Group 2011 All Rights Reserved

34. Your Manager’s Role At a company level –Examine current and future staffing requirements – identify voids –Inventory current employees’ strengths and developmental needs (in relationship to above position requirements) –Identify appropriate developmental opportunities (training, assignments, etc.) to “groom” successor candidates –Emphasize development in business planning and evaluation process –Recognize people who develop themselves and others © The Employee Engagement Group 2011 All Rights Reserved

35. Conclusion –Your career path is a choice, not a given –This is a road map - you choose the route and destination –Take every opportunity to ensure your supervisor is aware of your career intentions so you can jointly chart an appropriate path – it is a mutual responsibility Charge # for this Webinar: 99895-031-802 © The Employee Engagement Group 2011 All Rights Reserved

36. Questions? © The Employee Engagement Group 2011 All Rights Reserved

37. Thank You © The Employee Engagement Group 2011 All Rights Reserved