Appendix BAppendix B

Managing CareersManaging Careers

Managing Your CareerManaging Your Career Business is changing rapidly, and jobs and careers are Business is changing rapidly, and jobs and careers are

changing with it. changing with it. Downsizing, mergers, market and technological changes, new Downsizing, mergers, market and technological changes, new

perspectives on the psychological contract, and changing perspectives on the psychological contract, and changing patterns and levels of global competition are creating patterns and levels of global competition are creating unprecedented levels of uncertainty, challenge, & opportunity.unprecedented levels of uncertainty, challenge, & opportunity.

Individuals are now less inclined to pursue a lifelong career in Individuals are now less inclined to pursue a lifelong career in a single firm.a single firm.

The Labor Department projects that the average person The Labor Department projects that the average person entering the workforce in the U.S. will have 3 1/2 careers and entering the workforce in the U.S. will have 3 1/2 careers and work for 10 employers, keeping each job for only about three work for 10 employers, keeping each job for only about three and a half years.and a half years.

Employees must prepare themselves for Employees must prepare themselves for portfolio careersportfolio careers, , in which people develop a portfolio of their accomplishments in which people develop a portfolio of their accomplishments in different companies and “carry” that portfolio with them to in different companies and “carry” that portfolio with them to help secure new jobs.help secure new jobs.

The Protean CareerThe Protean Career Proteus was a character in Greek mythology who could Proteus was a character in Greek mythology who could

change shape in any way he wanted, except when held change shape in any way he wanted, except when held down.down.

Douglas Hall has drawn on this myth to coin the term Douglas Hall has drawn on this myth to coin the term Protean CareerProtean Career..

According to this view, there is much more to careers than According to this view, there is much more to careers than just moving up the hierarchies of organizations.just moving up the hierarchies of organizations.

Viewed in this light:Viewed in this light: a career is an ongoing sequence of events, some of which may a career is an ongoing sequence of events, some of which may

have little or nothing to do with money or prestige.have little or nothing to do with money or prestige. a career extends over the entire work life.a career extends over the entire work life. determining whether a career is successful is up to the individual.determining whether a career is successful is up to the individual.

The Protean Versus the Traditional The Protean Versus the Traditional CareerCareer

(Figure B-1)(Figure B-1)Issue Protean Career Traditional Career

Who’s in Charge? Person Organization

Core Values Freedom; growth Advancement; power

Degree of Mobility High Lower

Important Performance Psychological Position level; salary Dimensions success

Important Attitude Work satisfaction; Work satisfaction; Dimensions professional organizational

commitment commitment

The Protean Versus the Traditional The Protean Versus the Traditional CareerCareer

(Figure B-1) (Continued)(Figure B-1) (Continued)Issue Protean Career Traditional Career

Important Personality Do I respect Am I respected in this Dimensions myself? organization?

(self-esteem) (esteem from others)What do I want to do? What should I do?(self awareness) (organizational awareness)

Important Adaptability Work-related flexibility; Organization-related Dimensions current competence; flexibility (measure:

(measure: organizational survival)marketability)

Roles Associated with Four Career Roles Associated with Four Career StagesStages

(Figure B-2)(Figure B-2)

Stage 1 Stage 2 Stage 3 Stage 4CentralActivity

HelpingLearningFollowing directions

Independent contributor

TrainingInterfacing

Shaping the direction of the organization

PrimaryRelationship

Apprentice Colleague Mentor Sponsor

MajorPsychologicalIssues

Dependence Independence Assuming responsibility for others

Exercising power

Developmental Needs in Early CareerDevelopmental Needs in Early Career(From Figure B-3)(From Figure B-3)

Task Needs Socioemotional Needs

Develop action skills Support

Develop a specialty Autonomy

Develop creativity,innovation

Deal with feelings ofrivalry, competition

Rotate into a new areaafter 3-5 years

Developmental Needs in Middle CareerDevelopmental Needs in Middle Career(From Figure B-3)(From Figure B-3)

Task Needs Socioemotional Needs

Develop skills in trainingand coaching others

Opportunity to expressfeelings about midlife

Train for updating andintegrating skills

Reorganize thinking aboutself

Develop broader view ofwork and organization

Reduce self-indulgenceand competitiveness

Job rotation into jobrequiring new skills

Support and mutualproblem solving for copingwith midcareer stress

Developmental Needs in Late CareerDevelopmental Needs in Late Career(From Figure B-3)(From Figure B-3)

Task Needs Socioemotional Needs

Shift from power role toone of consultation,guidance, wisdom

Support and counseling to helpsee integrated life experiencesas a platform for others

Begin to establish selfin activities outside theorganization

Acceptance of one’s one-and-only life cycle

Gradual detachment fromorganization

Career Problems of Young ManagersCareer Problems of Young Managers

CareerProblems

Early Frustrationand Dissatisfaction

Insensitivityand Passivity

LoyaltyDilemmas

PersonalAnxiety

EthicalDilemmas

JobSecurity

OrganizationalSeduction

Loyalty DilemmasLoyalty Dilemmas One survey asked chief executives what they most One survey asked chief executives what they most

value in subordinates. 86% said they valued loyalty value in subordinates. 86% said they valued loyalty first.first.

There are many versions of loyalty:There are many versions of loyalty: loyalty as obedienceloyalty as obedience loyalty as putting in effort and long hours for the companyloyalty as putting in effort and long hours for the company loyalty as successful completion of tasksloyalty as successful completion of tasks loyalty as protecting the superior from ridicule and adverse loyalty as protecting the superior from ridicule and adverse

evaluation by others.evaluation by others. loyalty as giving the superior honest information about loyalty as giving the superior honest information about

mistakes and possible failuresmistakes and possible failures Unfortunately, young managers often don’t know which Unfortunately, young managers often don’t know which

version of loyalty is expected.version of loyalty is expected.

The Career-Growth CycleThe Career-Growth Cycle(Figure B-4)(Figure B-4)

ChallengingInitial Job

Performance

Self-EsteemInvolvement

Counseling

Effort

Support

PsychologicalSuccess

Feedback

Performance and PromotabilityPerformance and PromotabilityFigure B-5Figure B-5

Promotability

Low High

Low

Performance

High

Deadwood

SolidCitizens

Stars

Learners

The Career PlateauThe Career Plateau The The career plateaucareer plateau is the point in a career where the is the point in a career where the

likelihood of further promotions is very low. It often occurs at likelihood of further promotions is very low. It often occurs at midcareer.midcareer.

People may plateau becausePeople may plateau because they don’t want any more promotions.they don’t want any more promotions. of poor performance.of poor performance. there are no openings at higher levels there are no openings at higher levels

Many plateaued managers apparently can cope with and Many plateaued managers apparently can cope with and adapt to the career plateau. adapt to the career plateau.

Plateauing may cause problems for more than just the Plateauing may cause problems for more than just the plateaued employee, including younger employees who are plateaued employee, including younger employees who are demoralized.demoralized.

Plateauing may have severe health consequences, including Plateauing may have severe health consequences, including heightened risk of mortality. heightened risk of mortality.

Moving Up and Down, In and Out,Moving Up and Down, In and Out,and Aroundand Around

Movement through the organization can take place Movement through the organization can take place in three dimensions, making up the in three dimensions, making up the career conecareer cone::

VerticalVertical.. Vertical movement is up and down the Vertical movement is up and down the organizational hierarchy, such as a promotion or organizational hierarchy, such as a promotion or demotion.demotion.

RadialRadial.. Radial career movement includes Radial career movement includes movement toward or away from the inner circle or movement toward or away from the inner circle or the core of the system.the core of the system.

CircumferentialCircumferential.. Circumferential movement Circumferential movement means moving to a different function, program, or means moving to a different function, program, or product in the organization.product in the organization.

The Career Cone (Figure B-6)The Career Cone (Figure B-6)

CIRCUMFERENTIAL:FUNCTION

VERTICAL:

RANK

RADIAL:

INCLUSION

Fitting People to CareersFitting People to Careers

Person- CareerFit

CareerConcept Types

CareerAnchors

OccupationalPersonality Types

Career AnchorsCareer Anchors Anchor 1: managerial competenceAnchor 1: managerial competence.. The career is organized The career is organized

around the competencies and values inherent in the management around the competencies and values inherent in the management process.process.

Anchor 2: technical-functional competenceAnchor 2: technical-functional competence. . The career is The career is organized around the challenge of the actual work to be done, whether it organized around the challenge of the actual work to be done, whether it is related to marketing, financial analysis, corporate planning, or some is related to marketing, financial analysis, corporate planning, or some other area..other area..

Anchor 3: securityAnchor 3: security.. The individual has an underlying need for The individual has an underlying need for security and tries to stabilize the career by tying it to the given security and tries to stabilize the career by tying it to the given organization.organization.

Anchor 4: creativityAnchor 4: creativity.. Individuals with this anchor have a strong Individuals with this anchor have a strong need to create something. The anchor is most evident among need to create something. The anchor is most evident among entrepreneurs.entrepreneurs.

Anchor 5: autonomy and independenceAnchor 5: autonomy and independence. . The concern is The concern is with freedom and autonomy. Individuals with this anchor often find with freedom and autonomy. Individuals with this anchor often find organizational life too restrictive or intrusive into their personal lives.organizational life too restrictive or intrusive into their personal lives.

Occupational Personality TypesOccupational Personality Types RealisticRealistic. . Involves aggressive behavior and physical activities Involves aggressive behavior and physical activities

requiring skill, strength, and coordination.requiring skill, strength, and coordination. InvestigativeInvestigative. . Involves cognitive (thinking, organizing, Involves cognitive (thinking, organizing,

understanding) rather than affective (feeling, acting, or interpersonal understanding) rather than affective (feeling, acting, or interpersonal and emotional) activities.and emotional) activities.

SocialSocial. . Involves interpersonal rather than intellectual or physical Involves interpersonal rather than intellectual or physical activities.activities.

ConventionalConventional. . Involves structural, rule-regulated activities and Involves structural, rule-regulated activities and subordination of personal needs to an organization or person of subordination of personal needs to an organization or person of power and status.power and status.

EnterprisingEnterprising. . Involves verbal activities to influence others and to Involves verbal activities to influence others and to attain power and status.attain power and status.

ArtisticArtistic. . Involves self-expression, artistic creation, expression of Involves self-expression, artistic creation, expression of emotions, and individualistic activities.emotions, and individualistic activities.

Career Concept TypesCareer Concept Types TransitoryTransitory. . There is no clear pattern of career There is no clear pattern of career

movement. Some transitory types may drift from job to movement. Some transitory types may drift from job to job, while others may be entrepreneurial types.job, while others may be entrepreneurial types.

Steady-stateSteady-state.. The individual chooses a lifetime The individual chooses a lifetime occupation. Steady-state types settle into an occupation. Steady-state types settle into an organization and prefer stability to change.organization and prefer stability to change.

LinearLinear. . Career choice is made early, and there is Career choice is made early, and there is emphasis on steady upward movement on a career emphasis on steady upward movement on a career ladder.ladder.

SpiralSpiral.. There is planned search for increasing self- There is planned search for increasing self-development and creative growth. The career choice development and creative growth. The career choice may change accordingly.may change accordingly.

Guidelines for Self-Management of Guidelines for Self-Management of CareersCareers

Develop basic career competencies.Develop basic career competencies. Choose an organization carefully.Choose an organization carefully. Get a challenging initial job.Get a challenging initial job. Be an outstanding performer.Be an outstanding performer. Develop professional mobility.Develop professional mobility. Plan your own and your spouse’s careers Plan your own and your spouse’s careers

collaboratively.collaboratively. Get help in career management.Get help in career management. Anticipate chance events.Anticipate chance events. Continually reassess your career.Continually reassess your career.

The Bottom Line: Managing the The Bottom Line: Managing the Career Development ProcessCareer Development Process

Assess EmployeeInterests, Skills,

and Abilities

Assess EmployeeInterests, Skills,

and Abilities

Provide Opportunitiesfor Employee toResearch and

Explore VariousCareer Opportunities

by SharingInformation andHolding Ongoing

Discussions

Provide Opportunitiesfor Employee toResearch and

Explore VariousCareer Opportunities

by SharingInformation andHolding Ongoing

Discussions

Work with Employeeto Set Short- andLong-Term Goals

and an Action Planfor Achieving

Them

Work with Employeeto Set Short- andLong-Term Goals

and an Action Planfor Achieving

Them

Use Appropriate CareerDevelopment Methods, Such as

Job Rotation, Mentoring andCoaching, to Support the

Implementation of the CareerDevelopment Plan

Use Appropriate CareerDevelopment Methods, Such as

Job Rotation, Mentoring andCoaching, to Support the

Implementation of the CareerDevelopment Plan

Evaluate Employee’s ProgressToward Achieving the Goals inthe Action Plan and Modify the

Plan as Needed

Evaluate Employee’s ProgressToward Achieving the Goals inthe Action Plan and Modify the

Plan as Needed

Questions Asked by AT&T When Questions Asked by AT&T When Screening Candidates for Overseas Screening Candidates for Overseas

Transfer (Fig. B-7)Transfer (Fig. B-7) Would your spouse be interrupting a career to accompany you to an Would your spouse be interrupting a career to accompany you to an

international assignment? If so, how do you think this will [affect] international assignment? If so, how do you think this will [affect] your spouse and your relationship with each other?your spouse and your relationship with each other?

Securing a job on re-entry will be primarily your responsibility. How Securing a job on re-entry will be primarily your responsibility. How do you feel about networking and being your own advocate?do you feel about networking and being your own advocate?

How able are you in initiating new social contacts?How able are you in initiating new social contacts? Can you imagine living without television?Can you imagine living without television? How important is it for you to spend significant amounts of time with How important is it for you to spend significant amounts of time with

people of your own ethnic, racial, religious, and national background?people of your own ethnic, racial, religious, and national background? As you look into your personal history, can you isolate any episodes As you look into your personal history, can you isolate any episodes

that indicate a real interest in learning about other people and that indicate a real interest in learning about other people and cultures?cultures?

Has it been your habit to vacation in foreign countries?Has it been your habit to vacation in foreign countries?

Company Practices to Enhance Company Practices to Enhance Women’s Career Development (Figure Women’s Career Development (Figure

B-8)B-8)

Women’s CareerDevelopment

Select Part-TimeJob Opportunities

Support forTraining andDevelopment

CareerCounseling

In-HouseTraining

ProgramsMentoring

Posting of JobOpportunities

Family-SensitiveWork Practices

Phases in the Mentoring Phases in the Mentoring RelationshipRelationship

Initiation Cultivation Separation Redefinition

Phases in the Mentoring Phases in the Mentoring RelationshipRelationship

InitiationInitiation. . A period of 6 months to a year during which the A period of 6 months to a year during which the relationship gets started and begins to take on importance for relationship gets started and begins to take on importance for both individuals.both individuals.

CultivationCultivation.. A phase of 2 to 5 years during which the mentor A phase of 2 to 5 years during which the mentor provides many career-related and psychosocial functions. There provides many career-related and psychosocial functions. There are frequent interactions and many mutual benefits.are frequent interactions and many mutual benefits.

SeparationSeparation.. This phase begins when the protégé feels it is time This phase begins when the protégé feels it is time to assert autonomy and independence or when something to assert autonomy and independence or when something external to the relationship is marked by significant changes in external to the relationship is marked by significant changes in the functions provided by the mentor relationship and in the the functions provided by the mentor relationship and in the affective experiences of the mentor and protégé.affective experiences of the mentor and protégé.

RedefinitionRedefinition. . If the separation stage has been negotiated If the separation stage has been negotiated successfully, the relationship enters a final, redefinition stage successfully, the relationship enters a final, redefinition stage characterized primarily by friendship.characterized primarily by friendship.

Benefits of Mentoring for the Benefits of Mentoring for the ProtégéProtégé

(From Figure B-9)(From Figure B-9)

Mentoring

Exposure andVisibility

Protection

Warning ofDangers

EmotionalSupport

CareerAdvancement

Costs of Mentoring for the ProtégéCosts of Mentoring for the Protégé(From Figure B-9) (Cont.)(From Figure B-9) (Cont.)

Mentoring

HeightenedScrutiny

Risks in EndingRelationship

Bad AdviceMisperception

of Nature ofRelationship

Lack ofCredit for

Contributions

Danger ifMentor “Loses”

Web Wise: SystersWeb Wise: Systers

Thousands of women and minorities Thousands of women and minorities are now using a new, high-tech are now using a new, high-tech approach to mentoring: the personal approach to mentoring: the personal computer.computer.

They seek informal guidance -- virtual They seek informal guidance -- virtual mentors -- from online bulletin boards, mentors -- from online bulletin boards, in-house electronic mail, or websites.in-house electronic mail, or websites.

Systers began as an electronic mailing Systers began as an electronic mailing list for women and is now a website.list for women and is now a website.

There are now more than 2,800 There are now more than 2,800 members in 53 countries. members in 53 countries.

http://www.systers.orghttp://www.systers.org

The Bottom Line: The FormalThe Bottom Line: The FormalMentoring ProcessMentoring Process

Identify an EmployeeWho Shows

Potential for FutureAdvancement

Identify an EmployeeWho Shows

Potential for FutureAdvancement

Assign TargetedEmployee as aProtégé to anExperiencedProfessional

Assign TargetedEmployee as aProtégé to anExperiencedProfessional

Schedule PeriodicDevelopmental

Meetings BetweenMentor and Protégé

Schedule PeriodicDevelopmental

Meetings BetweenMentor and Protégé

Separate the Mentor andProtégé When Protégé

is Ready for NewDevelopmentalOpportunities

Separate the Mentor andProtégé When Protégé

is Ready for NewDevelopmentalOpportunities