Competency-based career planning
Doctoral Summer School
Santander, 9th December 2013
What we do
• Setting up consortia for EUfunded projects in joint
pogrammes, research, and
mobility
• Privileged contacts to
university associations and
HEIs worldwide
• Collaboration with USA, Latin
America, China, and Eastern
Partnership
• Representing members at
international fora and events
Intra-European and InterContinental mobility
programmes for:
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•
•
•
Students
Doctoral candidates
Postdocs
Administrative staff
• Reinforcing collaboration in
research and innovation
I. Internationalisation
strategy
IV. Academic
mobility
II. Academic
collaboration
III. Transfer of
knowledge
• Strengthening of social mission of
universities
• Identification and promotion of
individual and institutional
expertise
• Specialised workshops and
seminars
• Thematic interest groups and
task forces
Selected Projects and Activities
Regional
Collaboration &
Mobility
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•
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Berkeley Exchange Programme – USA
Alfa Puentes – Latin America
ICon – Intercontinental Academic Mobility Programme
STEP Programme – Placements for students
Transfer of
Knowledge
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•
•
Summer Schools for Doctoral Students
Specialised workshops and seminars
Thematic Task Forces and interest groups
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•
•
Collaboration with university associations and HEIs with Latin
America (AUGM, FAUBAI, ASCUN, OUI)
Consortia for global and intra European mobility
United Nations’ Academic Impact Project
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•
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Networking for EU-funded projects
Assistance with internationalisation of Science and Technology
Specialised courses and workshops
Competence development activities
Strategic
Alliances
Strengthening
Research
Capacities
Manage your competences
Definitions
Skills
Competences
A skill is the learned capacity to carry out
pre-determined results often with the
minimum outlay of time, energy, or both.
A cluster of related abilities,
commitments, knowledge, and skills that
enable a person (or an organization) to
act effectively in a job or situation.
Skills can often be divided into domaingeneral and domain-specific skills.
Competence can occur in any period of a
person's life or at any stage of his or her
career.
Skills typologies
Generic skills
• Capacity for applying knowledge in practice
• Planning and time management
• Oral and written communication in your native
language
• Knowledge of a second language
• Elementary computing skills
• Research skills
• Capacity to learn
• Information management skills (ability to retrieve
and analyse information from different sources)
• Critical and self-critical abilities
• Capacity to adapt to new situations
• Capacity for generating new ideas (creativity)
• Problem solving
• Interpersonal skills
• Appreciation of diversity and multiculturality
• Ability to work autonomously
• Initiative and entrepreneurial spirit
• Ethical commitment
• Concern for quality
Transferrable skills
• Plan and arrange events and activities
• Delegate responsibility
• Motivate others
• Deal with obstacles and crises
• Multi-tasking
• Co-ordinate fundraising activities
• Coaching
• Research
• Manage finances
• Work in a foreign language
• Manage ethical issues
• Understanding of cultures and customs of other
countries
Knowledge
Competence
Skill
Attitude
Challenges of K-based Economy
Resources in Knowledge-based
Economy
Resource Hierarchy Model by Javidan
1998
Shifting towards learning organisations
From…
Towards…
•Attitude „knowledge gives power”
•Attitude „We value sharing knowledge”
•Many levels of management
•Few levels of management
•Irregular training activities
•Continuous education
•Power resulting from the position held
•Power resulting from being a part of a community of experts
•Imbalanced responsibility
•Joint responsibility
•Culture of blaming others
•Culture of responsibility
•Culture of rules and principles
•Culture of values and people
•Organisational silos
•Multidisciplinary teams of experts
•Avoiding risks
•Entrepreneurial spirit
•Orientation on organisation
•Orientation on customer
•Lack of transparent management rules
•Full transparency of management
•Rational or controlled access to information
•Full access to information
•Task forces created by management
•Communities of practice
New category of workers
Knowledge Worker
•Produce and own intangible assets of organisation (tacit knowledge)
•Generate added value for organisations
•Many self-employed at SMEs or work as freelancers
•More loyal to their professional groups than organisations
•Know more about a specific area than their supervisors
•Have to process, retain and develop a large amount of knowledge
•Able to work independently on complex problems
•Refuse following strict or rigid rules or procedures
•Motivated by challenges and growth rather than power or money
•Mobile
•Require other team members to perform their duties (importance of networking, communication
skills)
•Apt at using information and communication technologies
•Expect flexible organisation, task-oriented work, teamwork and democratic styles of management
Competence-based HRM
Areas
Methods
•Assessment and selection
•Competence frameworks
•Performance management
•Job profiling
•Learning and development
•Specific assessment tools
•Succession management
•Talent management
Design your unique career path
PhD for Industry or Academia?
• Career prospects for doctoral candidates
– Research Organisations
– SMEs
– Large Entreprises
– Academia
– Research institutes
– Self-employment
Competence-based approach towards
professional career planning
Professional Competences
http://www.youtube.com/watch?v=0QUyCrf2hiI
Create your personal brand
5 STEPS TOWARDS PERSONAL BRANDING
1.
2.
3.
4.
5.
ACKNOWLEDGE YOUR UNIQUENESS
STAND OUT
BE YOUR OWN BOSS
FORGET ABOUT A LADDER
BUILD YOUR BRAND
5 STEPS TOWARDS PERSONAL BRANDING
1. ACKNOWLEDGE YOUR UNIQUENESS THROUGH
EXPANINDG YOU SELF AWARENESS
a. Practice feedback analysis
b. Use psychometric tests (personality or competence
tests)
c. Get to know your strengths (Gallup’s Test - The
strengths finder 2.0)
d. Ask different questions
5 STEPS TOWARDS PERSONAL BRANDING
2. STAND OUT
a.
b.
c.
d.
e.
What are your values?
What motivates you?
What gives you energy and joy?
What do you stand for in your life?
How would you like to contribute?
5 STEPS TOWARDS PERSONAL BRANDING
3. BE YOUR OWN BOSS
a.
b.
c.
d.
Accept yourself as you are
Accept responsibility for your own growth
Know what you want
Control your focus
5 STEPS TOWARDS PERSONAL BRANDING
4. FORGET THE LADDER
a.
b.
c.
d.
e.
Grow from within
Follow your true interest and passion
Strive for excellence
Enjoy the process
Get out from your comfort zone
60% of time
40% of time
5 STEPS TOWARDS PERSONAL BRANDING
5. CREATE YOUR OWN BRAND
a. Be genuine
b. Take a stand – communicate your qualities, values, and
goals by action not words
c. Create a value of what you do to others – it’s about giving
e. Build a network of partners – help others grow too
f. Collect testimonials and personal portfolio
Identity does not derive from our nationality,
position, or a social status. It’s a combination of our
strengths, talents, passions, and the purpose that
you bring in to your life.
Take a next step
Answer 3 fundamental questions
1. What do you want to experience in life?
Answer 3 fundamental questions
2. How would you like to grow? What would you like to
learn?
Answer 3 fundamental questions
3. How would you like to contribute?
High
Cost/effort
Eliminate
Raise
Value > important
than effort
Reduce
Create
High
Low
Value
“A winner is a dreamer who never gives up”
Nelson Mandela
http://www.youtube.com/watch?v=sb2YOg_dkQM
Thank you for your attention!
Wioletta Węgorowska
Executive Director
SGROUP European Universities’ Network
Rue de Stassart 119
1050 Brussels, Belgium
[email protected]
www.sgroup.be
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5 steps towards personal branding