Demographic: 5. Disengagement (65+) age, gender, eductaion Movin’ On Up (Click here) THEN “Habitus” “Fields” Our world Our perceptions environment 1. Industrial Economy “company man” “Golden watch” 2. Agriculture Inheritance “Farmer & Sons” 4. Maintenance (45-64) Social Mobility Social Media phase CAREER Education 2. Exploration (15-24) Movie: “Hidden Figures” 1. Growth (0-14) (click) Changes: Planned & Unplanned Family / Personal Time Stages “Post Industrial” economy - less security - contract / temporary work -out sourced / foreign production - mergers & acquisitions - Automation - Service industry History & Changes Vocational maturity is built Stages will change as society changes NOW Skills & Ability Exception to Race & Education Education Social Class Available roles in society? Response Occupation Focus on Career - too rigid Race Voluteer Part of a bigger life cycle? Career Development Movement Definition: A sequence of work experiences over time. Sociological View What causes stages Career Management View Priorities & Goals Historical Financial Crisis Political Crackdown Career Studies “Psychological Contracts” between ER/EE No Relationship / loyalty Short term “transactional" based employment Influences on Career = Career Development Beginnings Cycles Actions Inheritances Relationships Conforming to: Right vs. wrong Normal vs. good Possible vs. changeable 2 Theoretical Movements: 1. Constructivism: Story is a unique personal experience 2. Social Constructionism: Story is common across many people, easily understood Career Scripts Our life on…. Public Stories NARRATIVES: • • • Disability Attitudes & Ideology This is declining Manufacturing Service = more jobs for women Horizontal: Men’s jobs | Women’s jobs→ Communism Equality, devotion, nobility Stages for Women Maxi-Stages Mini-Cycles Used to be a blocker but this is changing… Ie: Accessibility Rules Short Cycles White collar vs. Blue collar. “White” appears to help society more “Blue” viewed as just a job Gottfredson’s (1981) Theory Age related set of stages children pass through A key component to careers. Not as applicable in todays employment environment. “New Careers” is the future of Cycles. Personally: 2 Cycles1. as a programmer 2. as a Project Manager A formal story Be truthful Be concise Don’t embelish Organizations offer: - skills development - networks - financial benefits Guiding principle: - Organizations should manage careers. - Achieved by developing core competencies Creates an Identity 1 Is all of this a fair trade-off?? 2 views: Stories & Identity Add value Experience Experience Experience Experience The Key: Focus on skills and abilities that you can use elsewhere. Critical for changing technology. Experience Set career goals Outside traditional career structures Selfdirected CAREERS Values (Hall, 1996) Human Capital Theory The value of an EE’s skills aka: “Career Capital” Levels of action Idea -> steps -> goals Action 5 Employee CONTEXTUAL ACTION THEORY Systems of action A series of actions leading to a common goal 4 (Lent, 2002) Career: Accumulation of all the things you do for meaning in your life. “Thinking” CAREER CONSTRUCTION THEORY “LIFE DESIGN” Career Success Dealing with the problem Job success Temporary Organizations • A job can have multiple roles • Roles change • Work life is impacted by nonwork life • Building identity through roles is a daunting task For new positions Career is a group effort (ie: families) Contacts Careers have a SOCIAL component For Knowledge acquisitions Levels of Relationship Networking.. Interpersonal Influence Relationships ..the best way to find a job. Also provide: Support Knowledge transfer Reassurance Serendipity: Good things happen from perceived chance events Social Networks “Its not what you know, It’s who you know” 5 Characteristics of Networks: Networks are Networks are reciprocal: built on a 2-way street reputation Networking is Influenced by gradual and Social Structure continuous Careers extend beyond the work sphere. Roles & Identity “who we are!” CAREER Social Capital What is the value or benefit you can get from your network? Includes obtaining motivational energy, knowledge and skills Key Characteristic: Transition is deliberate (Action) Or Forced Can Create Resolve with: COMMUNICATION Dense & Sparse networks Groups of people within the same occupation or trade or interests: Professional associations Alumni groups Volunteer groups Sports clubs His Career Role Innovation Her Conflict Career More relevant today with people available 24/7 Be careful here...These can lead to “fake news”. Lying, false references etc. Work Life Balance Maybe better described as: Work – Non-work Balance Work-Family balance Hard for women, who tend to put family first 3. Adjustment #2 2. Encounter Follow your heart & values = Satisfaction Destination Concepts aka: Career path Brick wall Fast Track Career Ladder Roller Coaster Expectations are set by others. Conflicting with our expectations. We have other roles besides work These vary with age and stage of life. Modify the job or “Craft” it to your strengths 3 aspects of WorkFamily Role • “Time”= irregular hours, working late • “Strain”= Work stress impacts Family stress • “Behavior” = What you do at work may not aply at home “What do you want to do?” Others who attempt to define the role: A boss to Secretary Role Set A Dr. to a nurse A project manager to their team Role Expectations How Each person in the Role Set expects the “Boss” to manage, communicate 3 Approaches (Schein, 1971) 1. “Custodian”: accept the job as is. 2. “Content Innovators”: Do what is expected, but in your way 3. “Role Innovators”: Totally change the role Chose your route, Chose your direction Career Climbing Frame Trajectory & Route Career Journeys (Gunz (1989)) Career Patterns 6 OCCUPATIONAL “Professionals” - need training to enter - Specialists - Progression through specialization - Being an “expert” 1 Types of Journeys 2 ORGANIZATIONAL - within 1 company - “Partial” career: 5-20 yrs - Retain & Promote - Build loyalty Implies “Boundaries” - Perceived security - a feeling of being “owned” 3 BOUNDARYLESS CAREER - greater mobility - Greater flexibility - Multiple settings - Lots of contacts TODAYS WORLD 4 5 INTERNATIONAL CAREER - good experience to have - can be done in a Global organization 3 Types: 1. Permanent migrants 2. Expatriate 3. Self-initiated • Professional • Bureaucratic • Entrepreneurial KNOWLEDGE JOURNEY - knowledge gained through various roles. - Awareness of gaining knowledge in each experience MARGINAL CAREER - low status based on background, skills - appear to be boundaryless - in reality: struggling - perceived “low end” jobs May offer better job connections Subjective - achieving personal meaningful goals - Individual meaning of career sucess Stabilizes Career maturity 3 Career Anchors Classify Individuals & Occupations according to their “Vocational Personality” using the…. 2 (Edgar Schein) Theory of Work Adjustment “Applying Fit” (Dawis & Lofquist, 1984) An Anchor is: - referring to the person - Evolve through life experiences - self-perceived talent & ability “What I can do”. - basic values: “What is important to me” - Motivation and needs: “What drives me” Satisfaction Going well? Leave, Termination Retain, promotion Satisfaction Satisfactoriness Congruence Values: - provides much of the motivation for Career Action 3 General Types of Values: 1. working with others 2. Self-expression 3. Extrinsic rewards Personalities: Assessments like “Myers-Briggs”. “BIG 5” Personality Traits: 1. extroversion, 2. neuroticism, 3. openness to experience, 4. agreeableness 5. conscientiousness Personality shows what a person brings to the job rather than what job they should be doing. (see Vocational Personality Theory) Environment is more than the job. It is Occupation, organization, culture, co-workers Leads to CONVENTIONAL: The “Organizer” Data Management, Numbers Prefer word, number over people or ideas occupational choice The “Thinker” Scientific research, problem solving Prefer ideas over people or things Vocational Personality Theory (John Holland, 1973) ARTISTIC: The “Creator” Creative, imaginative Prefer ideas over things SOCIAL: ENTERPRISING: The “Persuader” Leadership, Influencing Prefer people and ideas over things The “Helper” Helping, Inter-personal Prefer people over things Assessment tool: “Self Directed Search” (SDS) Fit to ability and/ or environment Can be: Supplemental Fit: Person & Environment are similar Complementary Fit: Person offering something new to the environment 4 possibilities: Person-Organization (P-O) Person-Job (P-J) Person-Group (P-G) Person-Supervisor (P-S) INVESTIGATIVE: The “Doer” Mechanical, athletic, technical. Prefer things over people Person-Environment Fit The BIGGER Picture If done right: Abilities: - an early assessment technique - Used to “fit” military personnel to their job - ranges from physical & cognitive abilities REALISTIC: Environment is more than the job. It is Occupation, organization, culture, co-workers Job performance in the environment (satisfactoriness) Issues? Good performance rating Failure to act on decisions Became “Person–environment correspondence (PEC) Theory” (Dawis, 2002) Adjustment to work environment comes from: “Making it yours” Improving Fit between job and self Boss’ cooperation Known as Trait & Factory Theory: Measurement Tools: 1. Tests to determine abilities 2. Questionnaires 3. Inventories #2, #3: detect Values, Interests, Personalities CAUTION: there are limitations to these tools. Interests: Likes and dislikes Usually hobbies or non-employment / volunteer 3 Theories of “Fit” To make it work Career Inaction Deciding NOT to do something Traits & Their Measurement Theory: Distinction between what a person can do and what they want to do The “FIT” Approach 1 Anchors are: • Technical / Functional competence • Managerial competence • Autonomy / Independence • Security / Stability • Entrepreneurial Creativity • Service / Dedication to a cause • Lifestyle Result of inaction intensifies overtime Highest Satisfaction & Commiment Reveals a 3-Letter score (ie:S-I-C) To be used with a database of jobs that “Fit” that score CAUTION: is not intended to specify exact occupation, but to think about Fit - Does not take into account values About career Develop & implement your idea of you career Square Peg Job Job Crafting Granovetter’s (1974) “Weak Ties” theory Concern Control Curiosity Confidence Things that determine “Fit” Career Actor Characteristic: Work Environment Characteristic: OR - Social - natural skills - occupation - autonomy - values -interest - culture of organization - team wok Round Hole Assessing Jobs and Occupations: “The Holes” - Are people in the right job? - “O*NET” a database of jobs - provides a method of matching “pegs” to “holes” An Occupation can have many types of work Labour Market determines opportunity: “Supply &Demand” Close Relationships People know each other More diverse Greater Separartion Good Choices = Good Fit = Happiness? Self Assessment Objective self-assessment (measurable) Subjective self-assessment (ie: intelligence) - can be gender biased - an accurate self-assessment is critical to making the right choice - must be realistic Journey is determined by: Who has Control & Linear or non-linear paths Career = Sequence of roles, therefore Role Transitions Role Expectations & Role Models Dual-Career Couples 4. Stabilization Organizational: a path within an organization 1. Preparation Role Transitions Career Roles Making a first impression (Click for example) Approaches to making an impression Ingratiation (getting people to like you) Self-promotion (telling people how good you are) Intimidation (making people believe you are powerful or dangerous) Exemplification (convincing people that you work really hard) Supplication (getting people to sympathize with you) (Networks) 4 Stage process for Transition (Nicholson 1984) Roles & Society Career based on merit & performance Career direction You’re on your & coaching own. Gives advice & Support Affirmation for the Mentee Mentorship Both parties gain from the relationship Collectivism vs. Individualism Career Reference Group: - Establish how you should act - Provide encouragement and support Do roles build identity or do we match identity to the role? Historically: Career is a series of status & clearly defined offices Partnerships Reputation Network Behaviour steps: 1. Contact Maintenance 2. Socializing 3. Engage in Professional activities 4. Community involvement 5. Increase internal / corpoarate visibility The most common metaphor. My son exemplified “Destination”: in high school, working at SportChek, he wanted to be CEO of the parent company. “Boundaryless” careers: are key to today’s ever changing environment. Must be flexible Careers are created (Action) Career adaptibility Self-efficacy Beliefs: Level of a person’s belief that they can do the job. What is the process of making career choices? Variables: 10 forms of career success (Dries, 2008) 1. performance: attain verifiable results 2. advancement: growth: level & experience 3. personal development: full potential thru learning 4. creative outlet: innovative 5.financial security: meet one’s financial needs 6. job security: meeting employment needs 7. personal satisfaction: happiness 8. recognition: adequately rewarded and appreciated 9. cooperation: teamwork, working well together 10. contribution: contributing to org. or society in an ethical way Dream #3 Professional Groups Communities ...many Networkss become... Reflection: Networks Some people think networking is artificial ...many Relationships become... People are only looking out for themselves. Not sure I agree. People want to help people. Relationships... But there is this perception. Encounters become... Roles are important but not always who you are. Let you values shape your role, not the role shape your value. I hope that someday men and women roles will be equal. Social Identity: fitting in SOCIAL COGNITIVE CAREER THEORY 3 (Young & Valach, 2008) Traditional - status within organization - $$$ earned - Reputation But Complications…. People & Occupations change Identity & trumps Roles when value do not match Psychological Contract Old school thinking: Job security & loyalty New school thinking: skills development JOURNEYS If “Action” is #1 and “FIT” #2 then 1 + 2 = 3. Relationships are the lubricant that makes Action & Fit work You can never have too much network. Leads to... What the EE thinks they owe the ER. and what the EE thinks the ER owes them. ROLES RELATIONSHIPS “Career Competency”: personal competencies available to employer but las after employment. Include: Knowing-why: values based competency Knowing-how: skills based competency Knowing-whom: networks and reputation 2 (click here) 4 Factors influencing career paths: 1. Innate Genetic Endowment: Race, Gender, Abilities 2. Environment & Events: Job opportunities, Labour laws, Training, Technology, Unions 3. Learning Experiences: +ve reinforcement, Association, Vicarious learn (Observing) 4. Task Approach Skills: Abilities and attitudes a person brings to learning 7-step approach to learning Task Approach skills Define the problem Establish the action plan Clarify values Identify alternatives Discover probable outcomes Eliminate alternatives systematically Start action Complaining Too often people ignore this and just settle. Will never find satisfaction. It may take sacrifice. The available tools are important”: Myers-Briggs Holland’s “RIASEC” Competency: characteristics to get the job done. Competence: how competencies are applied to complete the job. Organizations what people to show competence by applying competencies. Competency vs. Competence Definition: a supply or quantity of something used to obtain a goal. Resources 1 Careers are just 1 part of overall life So true in today’s environment. A “what’s in it for me” mentality. At he end fo the day: maintaining values is key. Personal application: My son worked for a company until he had enough hours for CPA...the left. Career Resources Choice FIT Organizations manage people based on: Value: The potential for a person to make an org competitive Uniqueness: the degree to which a person would be difficult to replace. Basis: Career Behaviour is a learned behaviour Goal-directed human action Career success Long term A journey, not a destination “Career Capital” includes Human capital: A persons education & experience Social capital: A persons networks and connections Political capital: A persons reputation within the work environment Cultural capital: A person’s knowledge of an occupation or organization (Krumboltz, 1979) (Savikas, 2002) RESOURCES Difficult for competitors to copy SOCIAL LEARNING THEORY PROTEAN CAREER THEORY Ability to change, Flexibility Job Profession Dealing with Life’s Uncertainties Personal Agency Occupation Calling Taking control Being independent Vocation STORIES The key to our stories is to be prepared, to practice. It should flow naturally without hesitation. Make it personal. Agency Social Relations Self-direct Perspectives on action (observable, emotional, social) Goals People create “Boundaryless” careers… Using their skills to move from company to company Employer Proactive, take initiative but RISKIEST! “Nobody is going to do it for you!” People within an organization think they will be looked after – NOPE! Of all the theories “Protean” career theory is most applicable in today’s changing environment. Stories can be subjective. Stories should be consistent The same story varies from person to person. The point: convey a story, don’t just relay facts Resource-based View: To create an advantage JOB SECURITY Personal identity Values driven Older Workers THE BEST! ACTION Telling Stories to Others People need to... Transferable Skills & Employability “Will I ever get a job?” - Hit a plateau - Possible dis-satisfaction - Occupation change Self concept clarity Opening yourself to others Based on values Giving us an idea of the Build a Story Experience 2 Offer rare & unique skills Midcareer Issues Early Career: -open to change - Niche & worthwhile accomplishments Communion #1 Organizations as resources to People People as resources to Organization Minimize changes Retirement: New meaning: - phased retirement - bridge employment - self employment - encore careers As a Baby boomer, I assumed 1 job 1 company for life. Saw my father do it. Did not happen Experienced the move from “Relational” to “Transactional” • Allows for others to understand your journey • Stories evolve over time. Sharing them helps one understand their own career. • When a person hears stories about a specific occupation, they understand that occupation better. • Some will take all the credit for their careers. • Some wil blame there social environment • The Point: It’s how you succeed despite you circumstances Childhood Career Development Don’t retire Ending Working Life - need to contribute to the world= generativity - desire autonomy & control - values change Experience Experience Story Impacts: Individual or Society? • • • • Informed Direction/ Pursuing Career Pathways: Creating momentum and direction 3 Dimensions Stories & The Truth RESUME Seasoned Engagement: Seeking continuity Fresh Energy: Boldly going to new situations Less stability More flexibility TIME • • • • Multiple Exploration stages Frequent job changes Trial CYCLES / STAGES - does not apply to women “Three General Behaviours” Arthur (1999) Age Linked Phenomina Leads to Psychological success: Small wins = Confidence Being adopted I am not sure of biological inheritance. Saw my father work his whole career at IBM. Raised by a single mom – demonstrated work ethic. Ignorant of white privilege until recently. Career stage theory no longer applicable Old stages no longer apply due to: Mastery INHERITANCE - not adaptable to different cultures New Careers Explore How people Evaluate Careers: • Power Distance (unequal distribution of power) • Uncertainty Avoidance (secure regulations and stable structures • Individualism (the extent of freedom or lack of in career choice) • Masculinity (success defined by gender roles) • Long-term Orientation (patience and perseverance in career goals) Midlife Transition (41-45) Entering Middle Adulthood (46-50) Oppostiion Reinventive Contribution (45+ yrs) tends to be later in the career, with fewer family commitments. A period when women can express themselves and do something that can make a difference or is more satisfying. Exit The “DREAM” Period - too rigid Practical Endurance (30 -45 yrs) a period when women have children and are deemed as “home makers”. A difficult balancing act. A sense of loss of control compared to Phase 1, Idealistic Achievement Vertical: Men $$$, Responsibility Women $, menial jobs From birth or afterwards • influenced in childhood • Views of the work world • Could make us climb the corp. ladder or do nothing Then….Genderquake Age 30 Transition (29-33) Settling Down (34-40) CONTEXT Stories provide MEANING Career Stories We will be judged vs. Gender Segregation Idealistic Achievement (20 -30 yrs): the period when women are starting out and experience control and satisfaction in their career = Success Ideology in Occupations - The building blocks to our career stories - As the stories grow, they bring meaning to our careers. - In retrospective we can see how it all fit together Story Telling Capitalism Hard work -> Wealth -> Happiness - has been around forever - used in many different situations - Career stories build throughout life • Predetermined by organization • Generally understood by all • We can gauge our career against the script Defined internal career tracks. Individual & organizational career outlooks can differ Train a child in the way they should go, and when they are old they will not turn from it. Proverbs 22:6 Gender Early Adult Transition (17-22) Entering Adult World (23-28) Daniel Levison’s “The Season’s of Life” Roles clearly defined What we get from parents: - Social class - Family Business - $$ for school Factors: - Social status - Parental support - Early work experience Cycles / Stages = Humilty Ideology in Organizations • • Idea From Employment -> Employable Careers & Ideology Post WW2 → “FIT” idea developed New Western & others Careers & Culture Roles Specialization = Efficiency = Organizational Career path Childhood Many jobs and opportunities Career concepts start early Ideologies Capitalism vs. Socialism Journey Metaphors Resources “Portfolio Careers” Fit First conceptualized 150 years ago Stories 1 skill or expertise + movement between orgs. Early on, up to mid-20 century Do we get what we get and no action will change that? OR Evolving Social & organizational structures provide a better use of Action Family Personal view of life and values th vs. Personal Action Genetics What is Normal? Expected? Successful? Culture Women working, Big $$$, Family Inheritances + Impact on Career Parents work ethic “Context” “Boundaryless Careers” - does not apply to women Only 1 Race – THE HUAMN RACE New Career Definition Physical change over time? - outdated Oppostiion Money Different goals & tasks at each stage 3. Establishment (25-44) Outcome Expectations: What a person expects from a certain course of action.
