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Managing One’s Career GrowthAakash Tyagi
Professor, CSE Department,Texas A&M University
Our Lives and Careers are Governed by Random Events
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DIRECTED RANDOMOur careers are impacted by external eventsRandom events are truly NOT under our controlSome events truly CANNOT be influencedBut some events CAN be controlledAnd certainly many events CAN be influenced
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IDENTIFY, SELECT, and NUDGE variables and outcomes towards the desired direction
Priorities & Variables in our Environment
health
social
family
finances
advice
teachers
spiritual
awareness
aspirations
competition
friends
charity
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network
exams
Circa: early 00’sCirca: mid 80’s Circa: ‘14
At different stages in our lives, different things take precedence. These can occur in the most natural (accidental) way or can be
consciously planned or “nudged” (Directed Random)
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What is Career?
An Assortment of Career Trajectories 6
GROWTH
TIME
BAR KEEPS RISING!
[A]
[B]
[C]
[D]
[E]
[A] Reasonable (but perhaps feeble) effort to keep up. Falls behind the bar quickly and needs verbal and written perf reviews to keep moving forward
Normal career outcome: Perennially in the list for layoff candidates, not relied on for any mission critical work, gets saddled with busy work or stuff others don’t want to doRemedy: Recognize when you are in this situation and get out (change company, change job, change manager, etc) to seek a better fit asap
BAR KEEPS RISING!
[A]
[B]
[C]
[D]
[E]
[B] More often than not, this is largely determined by an employee daring employer to fire him/her. Such employees typically don’t last anywhere long. Avoid such tendencies!
[C] Methodical, thought out, and optimistic growth. Typically the path most CEOs or Executive Staff take. They have a fairly strong understanding of their environment and tools and capabilities for which gear(s) to push and when.
[D] Sometimes may be fool-hardy or determined or a bit un-natural growth path. Still successful but may come at the cost of something dear (health, family, strong foundation, friends, etc).
[E] Similar to B but at a higher risk of burnout. Key is to recognize the trends of flattening of the curve and act in preparation (change company, change job, change manager, etc)
Quantification of SuccessCOMPENSATION
HIGH LOW
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EQUITY CHART
EQUITY LINE
Diamonds are Individuals
Be mindful of where you may be on the equity chart and rectify aberrations!!
RANK
BAR KEEPS RISING!
[A]
[B]
[C]
[D]
[E]
So What does “Managing Career Growth” Mean?
Form an idea of what trajectory you wish to pursue
Ask what it takes to achieve the trajectory (talent, knowledge, effort, strategy, network, transitions, etc.)
Decide priorities, and what is in your control and influence
Put a blueprint of how you would achieve the trajectory
Keep Faith, Be Patient, and Execute
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Growth paths of an Intel Engineer employed in Product
DesignTypical Progression of Roles in Design Engineering
Progress Measurement Indicators
Expectations Spectrum
Grade Entry(E) E+1 E+2 E+3 E+4 E+5 E+6 E+7
Independent Execution Low Medium High Expert Expert Expert Expert Expert
Scope - Technical Low Medium High Expert Expert Expert Expert Expert
Scope - Ambiguity Low Medium High High Expert Expert Expert Expert
Leadership NA Low Medium High Expert Expert Expert Expert
Influence: Group-Wide NA Low Medium Medium High Expert Expert Expert
Influence: Company WideNA NA NA Low Medium High
Expert Expert
Typical Title and Roles in Technical Track
ComponentOwner
ComponentOwner
Component Owner Section Owner Tech Lead Principal Engineer Senior
Principal Engineer
Fellow
Member of a Project
Horizontal Activity
Driver of a moderate scope
Project Horizontal
Activity
Driver of a high scope Project
Horizontal Activity
Driver of multiple high scope project
horizontal activities
Solution Owner of Toughest
Problems in the area of expertise
at Group Level
Creator/Driver of Technical Initiatives at Corporate Level
Creator/Driver of Multiple Technical Initiatives at Corporate Level
Typical Title and Roles in Management Track
Component Owner
Component Owner
Component Owner Section Owner Section
ManagerProject
Manager Director Vice President
Member of
a Project Horizontal
Activity
Driver of a moderate scope
Project Horizontal
Activity
Driver of a high scope Project
Horizontal Activity
Manager of People and
Cluster/Functional Teams
Manager of Project or Multiple
Cluster/Functional Teams
Manager of Project or
Organizatio
Manager of Large
Business or Engineering Organizatio
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Some Career DilemmasTechnical Path or Management Path?Jump Ship or Stay Course?More Responsibilities or Better Work-Life Balance?
Take Risk or Play it Safe?Start Family or Wait?Live Life for Me or for my Kids?Etc.
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Bottom-Line
Know Thyself and Thy Environment,EXECUTE and OWN your Happiness
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