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Career Transition Support:The Consultant’s Role
Barry J Horne
T: (08) 9448 6753E: barryjh@amnet.net.auL: http://au.linkedin.com/in/barryhorne November 2012
Career developm entis an ongoing process of
career and life exp loration,decision m aking, planning,
action and review.
It involves se lf andprocess m anagem ent.
and enterpriseEm ployability
G oal setting
Judy Denham, July 2004
exploration /alignm ent
O pportun ity
Action plann ing
Self m arketing
(Do) (D iscover)
(Decide)
(Review )
Perform anceand satisfaction review
skill developm ent
e
Contextual
&
Career Development Model
Denham (2004)
The Most Effective Career Discussion I Have Ever Experienced…
Was with a Person who was a <Relationship>
Happened in the Context of <Circumstance>
Involved Demonstration by that Person of the following Positive Behaviours:◦ ◦ ◦
Had the following Positive Impacts on My Career:◦ ◦ ◦
Career Discussion Reflection
Horne (2012)
National Institute for Career Education and Counselling (UK) Project
5 Major Employing Organisations Employees Referred to Research Team Effectiveness Based on Perceived Value to Employee 250 Specific Career Conversations Investigated 162 Positive Conversations Reported 118 Receivers and 33 Givers of Career Support
Effective Career Discussions
Hirsh et al (2001)
Displays Real Interest in Employee Demonstrates Insight Enthuses and Positive Provides Constructive Challenge/Advice Uses Facilitative Interpersonal Skills Gives Information Offers Honest Feedback (Skills, Potential) Shares Networks Manages Session
NB: Non-Directive, Counselling Behaviours Insufficient !
Effective Behaviour of Givers
Hirsh et al (2001)
Client Goal Duty of Care, Industrial Action and Litigation Risk Mitigation, Provision of Practical Support
Commercial Goal Program Commencement / Engagement (Double Sale Process)
Emotional State / Support Encourage Saying Behaviour Ask Open-ended Questions Identify Whether Expected Outcome
Framing Program Support Stress Independence from Company and Retrenchment Decision Indicate Program Sponsored, Free to Participant State Program Length Seek Permission to Outline Program (5-10 Minutes) – Provide Business Card, if
Permission NOT Granted
Outline Career Transition Program Use Program Flyer/Introductory Booklet Headings as Shared Point of Focus Emphasise 1:1 Support, Partnering and Coaching, Helping with Career Decision-
Making, Updating Resume
Notification Meeting Tips
Horne (2012)
Reputation Management Retain Dignity Maintain Built Relationships (e.g. Reliance on Colleagues as Referees) Communications to Organisation and Market?
Relationships Partner/Spouse – Potential Reactions, Program Involvement Departure Statement – Scripting (Fact/Fact /Future Model)
Financial Entitlements Check Statements Promote Independent Financial Advice
Leaving Business? Immediate – Arrangements to Return Company Property, Computer Access
Privileges, Collecting Personal Belongings, Escorting from Premises Delayed – Expectations re Balance of Day, Later Return to Work
Notification Meeting Tips
Horne (2012)
Duty of Care Reinforce Immediate (or Subsequent) Access to EAP, Provide Card Post Meeting Plan, Supported / Alone, Mode of Transport Invite to Contact Key Support Person Offer Taxi Voucher
Reinforce Program Value Free Service Gain Maximum Advantage from Offer Potentially Fast-Track Progress
Arrange Meeting Secure All Contact Details Provide Business Card With Diary to Hand, Offer Appointment Times If Participant Non Committal, Promise to Call Later to Arrange Appointment If Participant Upset, Gain Permission to Call Later to Check Arrived Safely at
Destination and is Supported.
Notification Meeting Tips
Horne (2012)
Objectives Rapport Building Understanding of Service (Free, Confidential, Reporting Processes) Explain Typical Stages of Full Career Transition Process
Environmental Scan (see Patton and McMahon) Checking in on Emotions (Participant, Significant Others) Events Since Notification Tell Me About Yourself Family Circumstances Financial Imperatives Career Ideas Concerns/Barriers Time Constraints
Resume Status
First Office Meeting
Horne (2012)
Career Decision-Making Influences
Patton and McMahon (2006)
Job Search Strategies Multi-Pronged Approach Formal, Advertised, Competitive Market (Reactive) Informal (Hidden), Networked Market (Proactive) Efficiency with Formal Market Expend Time and Effort in Proportion to Odds
Participant Priorities Pressing, Immediate Issues Clarity re Career Direction Multiple, Parallel Agendas Agree on Key Priorities
Contracting Stress Mutual Expectations Between Sessions Bring Resources to Bear for Client Agree Immediate Actions to Progress Client’s Agenda Schedule Next Meeting
First Office Meeting
Horne (2012)
Marketing Analogy
Horne (2012)
SOD(I) Career Planning Model
Horne (2012)
Know Your Product - Peak Thinking
Horne (2012)
Career Drivers
Schein
Driver Seeking To
Material Rewards Possess Wealth and Enjoy High Standard of Living
Power/Influence Control People and Resources
Search for Meaning Do Things Valuable for Their Own Sake
Expertise Accomplish at High Level in Specialised Field
Creativity Innovate and be Identified for Original Input
Affiliation Have Nourishing Relationships at Work
Autonomy Have Independence to Make Own Decisions
Security Have Solid and Predictable Future
Status Gain Community Recognition, Admiration, and Respect
Career Drivers
Schein
Quantitative Analysis Application of Technology
Creative Production
Managing People and Relationships
Influencing Through Language and Ideas
Theory Development/Conceptual Thinking
Mentoring/Counselling
Enterprise Control
Butler andWaldroop (1999)
Career Direction
ACT Inc (2008)
Informational Interviewing (Career / Labour Market Research)
Primary Research Method
◦ First Hand Interviews of People Working in Settings, Occupations, Professions, or Industries of Potential Interest
Preparation
◦ Frame Interview Questions
◦ Business / Contact Card
◦ Research Interviewees
◦ Script Telephone Approach
◦ Make Slight Ego Play and Ask for Help
◦ Arrange 20-30 Minute Meeting
Horne (2012)
Informational Interviewing (Career / Labour Market Research)
Conduct
◦ Semi-Structured Interview Process
◦ Never Contradict Stated Purpose
◦ Ask Permission for Note-Taking
◦ Focus on Interviewee’s Experience
◦ Secure Insights, Greater Understanding
◦ Manage Interview Time
◦ Ask for Referrals to Others
Follow-Up
◦ Thank Interviewee Within 48 Hours
◦ Reciprocate, if Possible
Analysis
◦ Cross-Reference Multiple Interviewees’ Perspectives
Horne (2012)
Indicative Meeting Framework
0 Rapport Building – Thank for Meeting Opportunity, Mention Referral Source
5 Ask Informational Interview Questions - Focus On Interviewee’s Setting, Position, Occupation, Industry and Associated Developments /Trends.
20 Be Prepared to Explain Motives, Outline Background
25 Thank Interviewee, Ask About Others Well Placed to Help with Research
30 Close Meeting
Resume Development
Horne (2012)
Stimulus Questions (Based on Peak Thinking) Experience Across Multiple Economic Sector(s)? Industries Worked In/For? Field(s) of Expertise (e.g. Accountancy)? Work Setting Exposure (e.g. Corporate, Consultancy)? Compared with Others in Field, Areas of Specialisation? Major Projects / Achievements Worthy of Note? Key Skills? Formal Qualifications? Professional Memberships / Accreditations? Leadership and/or Personal Style?
What’s Your Offer?
Horne (2012)
Example
A Project Manager with over 5 years’ experience with Australian subsidiaries of a global Group providing equipment and professional services to the mining, minerals, materials handling, and cement industries. Areas of particular expertise include Commercial Project Management, Claims Management, and Construction Law.Possesses a capacity to work autonomously, and in project teams, to solve complex, challenging business problems by applying excellent investigative, conceptual, critical thinking, planning, quantitative, and technology skills.Practical experience and training in Project Management are supported by formal qualifications in Construction Law, Business Administration, and Accounting.
What’s Your Offer?
Horne (2012)
Accomplishments
Horne (2012)
An Accomplishment Story Without Results Like a Joke Without a Punch Line!
Networking
…is the building and nurturing of personal and professional relationships to create a system or chain of information, contacts and support
Business Intelligence Gathering / Market Opportunity Discovery
Target-Driven Activity Impress Professionally in Every Interaction Increase Number of People Aware of, and
Supportive, of Career Goals Behave as Resourceful, Curious Business Person Know Your Unique Sales Proposition (Offer) Use Modified Informational Interviewing
Techniques Business Intelligence Gathering
Networking (Opportunity Search Strategy)
Horne (2012)
Networking (Opportunity Search)70%
30%
Recruitment Consultant
Human Resources
Hiring Manager
Decision-Making Autonomy, Budget
Horne (2012)
Social Networks of Contacts/Interactions Family Members, Friends, Social Acquaintances
Learning Facilitators, Student Peers
Organisational Colleagues
Clients, Customers, Suppliers
Industry Group Members and Professional Peers
Recruitment Consultants
Contacts via Reputation
Relationship Metaphor
Horne (2012)
Consider Networking a High Priority Business and Career Activity Always Carry Business or Contact Cards Collect Business Cards / Organise Network Data Network with People Aligned with Current and Future Career
Goals Leverage Time and Increase Probability of Synchronicity by
Strategically Selecting and Attending Industry / Professional Association Events
Never Underestimate Potential Value of Network Reciprocate, Share, and Exchange Value Learn Together Understand Your Network Members’ Capabilities and Interests Be a Connector – Introduce People!
General Networking Tips
Horne (2012)
ACT Inc (2008). World of Work Map http://74.200.198.244/wwm/counselor.html Butler T & Waldroop, J (1999). Job Sculpting : The Art of Retaining
Your Best People. Harvard Business Review (September – October). Reprint 99502
Denham, J (2003, 2004). Employability and Enterprise Skills (CDE5123) Unit. Edith Cowan University
Hirsh W, Jackson, C, Kidd, J (2001). Straight Talking: Effective Career Discussions at Work. http://www.vitae.ac.uk/CMS/files/upload/nicec_straight_talking_effectivecareerdiscussions_report.pdf
Patton W & McMahon (1999, 2006). Career Development and Systems Theory: A New Relationship. Brooks/Cole
Quintessential Careers. Informational Interviewing Tutorial http://www.quintcareers.com/informational_interviewing.html
References/Resources