| In order to
be career self-managers, employees must take on
new roles and responsibilities, engage in constant
self-monitoring, and alter how they view their
careers and accountabilities. As a prerequisite
to assessing the effectiveness of the training
intervention, it was critical to operationalize
the behaviors that employers and vendors implicitly
were attempting to promote, but few had clearly
articulated. The review and conversations with
practitioners showed that the concept of career
self-management was grounded in current literature
on career resilient workers, which argues that
self-reliant employees constantly benchmark skills
(e.g., seek feedback on strengths and weaknesses),
and not only respond to change but anticipate
it, as in preparing for new job opportunities
(Bridges, 1994; Waterman,
Waterman, & Collard, 1994). The notion of
career self-management is also grounded in previous
work on career exploration, and management, and
socialization (Greenhaus, 1987; Hall, 1986; Stumpf,
Colarelli, & Hartman, 1983).
The career literature focuses on individuals collecting
career-related information to increase awareness
and insight into personal qualities and job opportunities
in order to aid career decision-making. "Career
exploration" has been defined as an individual's
collection and analysis of career-related information,
and called central to the effectiveness of the
entire career management process. Information
seeking is a focal issue in Greenhaus's (1987)
definition of career management: A problem-solving
process by which individuals gather relevant information
through career exploration and develop a greater
awareness of themselves and their environment,
in order to develop career strategies. In general,
research has consistently argued that career information
seeking and self-monitoring of how others see
us is critical to career development activities
(Hall 1986, 1987, 1991; London 1995; London &
Mone, 1987). Such behaviors are seen as meta-skills
or generic career management capabilities.
Though prior research has centered on organizational
newcomers (Stumpf et al., 1983; Wanous, 1980),
it is argued that career information seeking has
become essential to experienced employees who
increasingly need to self-direct their careers.
As Rousseau (1996) points out in her work on evolving
psychological contracts, understanding the terms
of the new implicit employment contract (in this
case recognizing the realities of the new career
context and that the days of organizational-driven
careers are largely over) requires existing employees
to act like newcomers, regardless of their tenure.
Just as the career socialization of newcomers
involves an information acquisition process (Ostroff
& Kozlowski, 1992), so does the career re-socialization
of seasoned employees. The more career-relevant
information that is gathered, the more likely
an individual will possess an accurate view of
development options and develop career expectations
that are consistent with reality (Stumpf &
Hartman, 1984).
Career self-management is defined as the degree
to which one regularly gathers information and
plans for career problem solving and decision-making.
It involves two main behaviors: one related to
continuous improvement in one's current job; developmental
feedback seeking; and the other related to movement:
job mobility preparedness.
Developmental Feedback Seeking Developmental feedback
seeking is the extent to which one seeks feedback
on performance and career development needs. In
order to make self-directed decisions regarding
career strategies, individuals need to understand
themselves, their strengths and weaknesses, developmental
needs, and performance in their current environment
(Greenhaus, 1988; London & Stumpf, 1991).
Such information is necessary for individuals
to develop realistic assessments about their talents
and probable career plans (London & Mone,
1987). As growing career uncertainty has fashioned
new career systems that must be highly self-directed,
self-initiated feedback on current job performance
is a critical competency. Willingness to engage
in dialogue about personal capabilities with others
enables individuals to avoid feeling powerless
in monolithic firms and unpredictable labor markets
(Schein, 1978). Feedback is sought not only from
one's boss, but is expanded to include a wide
range of sources, such as peer and customer assessments
of performance, that are critical input in re-engineered
workplaces.
Job Mobility Preparedness Besides collecting
information that is local and status quo oriented,
an equally important competency involves proactiveness
in gathering information about new career opportunities
(Hall, 1991) and preparing to act on them. The
career information gathered pertains to not only
one's present employer, but also outside opportunities.
Informal networking with individuals internal
and external to the firm is also emphasized as
a means of gathering data on the next potential
job opportunity. Job mobility preparedness is
the degree to which an individual prepares his
or herself to be ready to act on internal and
external career opportunities. Examples of such
behaviors might involve proactiveness in obtaining
information about job opportunities, developing
internal and external networks of contacts that
provide job information, keeping a current resume,
and reflecting on the next position desired. Possessing
such information readies individuals for possible
movement out of one's current position, business
unit, or the firm. The failure to engage in sufficient
exploration due to complacency, hopelessness,
or fear will result in insufficient data to engage
in career problem solving and decision-making
(Greenhaus, 1988).
Tips for effective career management and development
Your life goals form the framework that will provide
direction and inspiration for you; they should
encompass you career goals. Although guidance
counselors, family members, spouses, friends,
peers, and bosses may provide some help, you must
define these goals on your own; outsiders place
limitations on you because they view you from
their perspectives and experiences.
When developing your life and career goals, think
big. Most of us won't become CEOs, Nobel Prize
winners, or astronauts, but by setting lofty goals
you'll more easily identify what's right and realistic
for you. And don't forget to review your goals
periodically. As the saying goes, "You are
not the same person at 40 as you are at 20."
In fact, I recommend reevaluating your goals soon
after you have experienced any significant life
change, such as obtaining a higher level of education,
getting married or divorced, having a child, moving
to another city or state, or being a part of a
company's downsizing. (Arthur & Rousseau 1996)
Beginning Of The Journey
Begin your journey into career management by asking
yourself, "What will give my life meaning?"
Be honest with yourself regarding your values,
those things that are important to you. Your goal
is to choose a career that is compatible with
your values.
Take the time to get to know you. In addition
to knowing your values, ask yourself:
• What are my interests?
• What peaks my curiosity in my life and
environment?
• What are my aptitudes (natural inclination
for a particular kind of work)?
• What are my "gifts" (natural
talents and abilities)?
• What is my range of mental and physical
abilities?
Seek out trained guidance counselors to help you
take advantage of psychological testing instruments
that measure aptitude, interest inventories, personality
profiles, and learning styles. These instruments
will help you identify your personal characteristics
and view yourself in appropriate career alternatives.
As you examine each career choice, ask
• Will this job be compatible with my values?
• Is this choice conducive to my lifestyle
and life goals?
• Is this the kind of working environment
I want? (This includes physical environment; days/hours
of employment; family-friendliness; type of employee
interaction, i.e. teams or working independently;
size of organization.)
• Who do I know in the industry? Whom can
I talk with to get information?
• Will this job allow me to explore my interests?
• Will this job stretch my mental abilities?
My physical abilities?
• Can I make use of my special talents and
abilities?
To find a career that is satisfying and to help
make you happy, there is a constant balancing
act among your values, abilities, interests, aptitude,
and working environment. (Ashford 1986)
Be Your Own CEO
After assessing your skills, interests, and values,
it's time to start managing yourself and career.
Make career-management your own business, with
you as the CEO. Keep in mind that most people
can expect to have six to seven employers and
perhaps three to four careers during their lifetime;
so careful self-management of your career is critical.
First comes the strategic planning. Imagine the
last job you would like to hold before retirement,
and then map out the steps or succession of jobs
that will get you there. Determine which skills,
education, and experience you need for the first
couple of steps or jobs, then start to cultivate
your network. Remember, all employee development
is self-development: Don't wait for others to
"develop" you; it's up to you to create
and seek out your own developmental opportunities.
(Ashford & Tsui 1991)
Add to your technical skill base every year by
learning new software packages or accounting and
tax procedures. Enhance your overall knowledge
of your industry; be up to date on current trends.
Many employers today will not only provide the
necessary training for you to do your current
job, but will also help you gain the necessary
training that will help you market yourself in
the event that they no longer need your services.
And, although technical skills are important,
don't ignore your interactive skills, such as
interpersonal relationship skills, negotiation
skills, and team-building skills.
Remember, you must consistently demonstrate initiative
and competence. Verify current technical and human
relations standards for your career field-industry
and society are constantly changing and upgrading
the standards. Ten years ago the trend was to
be a specialist in your field; today it is recommended
that you be more of a generalist with an area
of expertise. One of my mentors once advised me
to "have a gimmick" and set a goal to
do something significant at least twice a year.
This will help raise your value and visibility
in your company or, perhaps, even the industry.
(Baldwin & Magjuk 1997)
Get Into The Race
With plans, strategies, and skills in place, it's
time to get into the race and compete for a new
job. When looking for the next logical job in
your strategic career plan, look for those positions
that will allow you to:
• Acquire additional functional skills;
• Gain a deeper business perspective;
• Experience a higher level of responsibility;
• Build credentials; and
• Attain visibility as a decision-maker.
If it's a promotion you want, analyze yourself
and your competition honestly. Ask for constructive
criticism from colleagues and superiors, and use
their insights to help strengthen your competitive
edge. Be sure you seek out this information face-to-face
and pay attention to body language. Remember,
everyone has an agenda.
Despite much talk to the contrary, loyalty-along
with a proven track record-remains a valuable
asset in advancing yourself in today's business
climate. Loyalty can still provide you with a
competitive edge. But you must be astute enough
to examine the business climate in your organization
or industry. If you are fortunate enough to be
in a positive climate, a successful performance
record and loyalty puts you easily in a position
for promotion. If, on the other hand, the climate
is negative or unstable, a successful performance
record is still necessary, but being aware of
where your loyalties lie is even more critical.
More often than not, misplaced loyalties will
lead you to a dead end. (Goldstein 1991)
Stay Visible
Many employees complain that their jobs have reached
a "dead end" or that their efforts go
unnoticed by their supervisors. Visibility is
the key to overcoming these career ills.
If you are very good at what you do and have demonstrated
initiative and the ability to think things through,
there is no reason for you to be "stuck at
the bottom" for long. You must make yourself
as visible as possible to those individuals who
are decision-makers. When you see a need in your
department or company, develop recommended solutions
and sell those ideas to your manager. When you
do this, you not only sell a solution but also
yourself. (Hall & Mirvis 1995)
Ask to be a part of the implementation process.
This not only demonstrates that you have an ability
to conceptualize but also shows that you possess
project-management skills. Your interpersonal
relationship skills are sharpened because you
will deal with multiple parties and/or higher-level
executives. If you encounter resistance, view
it as an opportunity to enhance your conflict
resolution and negotiation skills.
Follow-up and progress reports to the appropriate
levels of management are a must. There is no better
way of achieving visibility than being accountable
for your own ideas and solutions. You can't afford
to be timid or afraid; show what. You can do and
remind the boss in a very upbeat, positive manner
of what you are doing. Relate your accomplishments
to the organization's strategic goals. Show how
you are making a positive contribution to the
company.
Take on more difficult and complex assignments.
Do this in a very thoughtful manner. You want
to build a solid base then add to it. Ask for
informational interviews with managers (the higher
the level the better) from other departments or
in other companies. Your goal is to ask the right
questions from the right people at the fight time.
Don't be afraid to seek out higher-level management,
executives, or professional staff members who
you perceive to be intelligent, creative, and
dynamic and have a proven track record of helping
others. This is networking. (Noe 1996)
Surviving Downsizing
A very real concern in today's business environment
is downsizing or rightsizing. It is very natural
to be frightened; but do remember you have transferable
skills. If your company and/or industry are undergoing
rightsizing, this is a good time to conduct your
emotional audit and to decide what is important
to you at this stage of your life. What will and
won't you accept? For how long? What lifestyle
changes are you willing to make? For how long?
If at all possible, be a part of the downsizing/reorganization
planning or task force at your company. This is
typically a team charged with the responsibility
of making reorganization recommendations. Most
team managers are looking for highly qualified
administrative personnel who can maintain a high
level of confidentiality.
By being part of this team you will be aware
of positions/departments that might be eliminated.
With that knowledge, analyze where your skills,
talents, and experience might fit within the new
organization. Get to know the new management players
and the new decision-makers. Become very visible
to them. Identify additional education and training
requirements that might be required in the new
organization then get the additional training.
To create your future job, you might have to help
eliminate your current one. (Brockner & Lee
1995)
Nine Steps Along The Career Journey
1. Define your goals and set your priorities.
2. Look at a wide variety of career possibilities
and industries.
3. Graph a career line.
4. Talk your decisions over with people close
to you, both personally and professionally.
5. Conduct informational interviews with people
you view as successful in your profession or industry.
6. If possible, work temporary assignments as
an intern in your field of interest.
7. Re-evaluate your career-management decisions
on a regular basis. This will keep you focused
or get you back on track when you feel you are
wavering.
8. Be prepared. When timing and luck seeks you
out you will be ready to launch yourself into
your next job.
9. Above all, be patient and have confidence in
yourself. Only you know your own self-worth.
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