CAREER DEVELOPMENT Career Coaching & Self-Directed Learning Sittie Allyssah P. Saro Career Coaching A vehicle to move people from one place to another. How does coaching work? Building trust between the coach and the employee Sharing information & knowledge Discussing options Planning actions Reviewing results Which coach is which? Traditional or Basic Coaching Block Removal Coaching Intermediate Coaching Personal Evolution Coaching Advanced Coaching Integrity Coaching Innovation Coaching Attraction Coaching 3-D Coaching Linear Coaching Personal Foundation Coaching Extreme SelfCare Coaching Bigger Thinking Coaching Vision Coaching Distinction Coaching Paradigm Coaching Which coach is which? Solution Coaching Grace Coaching Spiritual Coaching Paradox Coaching Zen Coaching Shift Coaching Leap Coaching Recovery Coaching Laser Coaching Strategic Coaching Performance Coaching Turnaround Coaching Quality of Life Coaching Acceptance Coaching Today's coach moves a person from one point to another by enhancing a skill, boosting performance, or changing the way a person thinks. A great coach helps ordinary people do extraordinary things. Sources of Career Coaches Career Management is the process through employees take responsibility for developing their abilities and expanding their contribution to an organization. Characteristics of Career Coaches, Career Counselors and Career Development Facilitators Career Counselor Career Development Facilitator Not required to hold professional license: formal degree not required Professional license required; master's degree in counseling Professional license not required; formal degree not required Several propriety schools such as Coach U and Corporate Coach U provide training Formally trained in career interventions Some formal training possible Seeks to achieve selfunderstanding by workers Information provider (labor market info, ethical and legal issues, employability skills, etc) Career Coach Does not delve into person's past Characteristics of Career Coaches, Career Counselors and Career Development Facilitators Career Coach Career Counselor Career Development Facilitator Uses assessment instruments to aid in awareness function Uses assessment instrument to aid in awareness function Uses assessment instruments to aid in awareness function Less restricted by professional boundaries: may assume informal role in providing assistance Personal interaction are more structures; face-to-face meetings in office environment Facilitate career development of people in virtually every setting including job centers, schools and other business Takes on a participatory role Takes on a facilitative role Takes on an informative role Characteristics of Career Coaches, Career Counselors and Career Development Facilitators Career Coach Interaction may be longer term (3 months to 5 years) No nationally recognized profession organization to issue certification and other professional guidelines Career Counselor Career Development Facilitator Short-term approach Provides information when needed Council for Accreditation of Counseling and Related Educational Programs; American Counseling Association: National Career Development Association National Career Development Association; National Employment Counseling Association; National Association of Workplace Development Professionals all promote professional standards Contracted Coaches' Strategies Conduct personal coaching sessions with individuals and groups to help clarify life and career goals Administer and interpret tests and inventories to assess clients' interests and abilities and identify career options Provide information on career planning and occupations Help improve decision-making skills Teach job-hunting strategies and skills and help develop resumes Teach human relations skills that can resolve potential personal conflicts on the job Help integrate work with other roles in life Provide support for people going through job stress, job loss, or career transition Career Coaching within the Organization It is crucial for managers to assume a coaching role, accepting a few additional responsibilities. Managers can provide Career Coaching in several ways Identify employee weaknesses or areas in which employees require professional growth. Communicate direction, needs, and expectations of the organization. Provide information about job and career development opportunities, and refer employees to available resources. Guide employees in selecting appropriate goals. Coach employees on steps for achieving goals, help identify on-the-job learning opportunities, and assign projects accordingly. Self-Directed Learning self-directed learning, in its simplest form is analogous to performing a search for a topic on Google. "Knowing means Growing" Four clearly identifiable skills clusters needed for the digital age Digital-Age Literacy (technical knowledge) Effective Communication (skills) Inventive Thinking (thinking analytically/logically, problem solving and original ideas) High Productivity To compare the stages of the Internet search to a general definition of self-directed learning: Set personal goals related to learning. Plan for achieving those goals. Independently manage time and effort, whenever and wherever necessary. Independently asses learning quality and any products resulting from learning experiences. What is the difference between "learning" and "training"? Learning focuses on achieving permanent changes in behavior. Training focuses on helping individuals acquire new competencies. Comparison between the two: LEARNING TRAINING Skills Development Behavior Change Externally Applied Internally Accepted Short-Term Skill Uplift Long-Term Change Equips for known challenges Equips for ambiguous future Meets current organizational requirements Defines organizational future Focus on the group Is focused by indivudals Primarily Structured Primarily Organic "Doing" "Understanding" Welch Rules necessity for a learning organization culture Make searching for new ideas a priority of every employee. Hold idea-sharing meetings on a regular basis. Get a diverse group of managers together regularly. Make sure their ideas are translated into action. Reward employees for sharing knowledge. The self-directed learner Unfortunately, not all employees will embrace self-directed learning as much & as rapidly as others. Those who have a propensity for self-directed learning will maintain a "preferred" approach to learning, while those who are less motivated & productive in a self-directed environment will exhibit a different approach to learning. A willingness to set goals. Learners who are easily selfdirected also tend to exhibit many special traits, including these: A willingness to plan their learning strategically. Positive self-images of themselves as learners & faith in their abilities. A willingness to work to reach goals. A willingness to develop interest in their work. An ability to focus & maintain attention. A constant willingness to teach themselves. The ability to monitor their own Learners who are easily selfdirected also tend to exhibit many special traits, including these: performance. An inclination to seek help when needed. A desire to evaluate their work. An understanding that hard work and perseverance lead to success. A willingness to use what they have learned to adapt to new situations. Having confidence in themselves as Specific learner attitudes that strongly support selfdirected learning competent, effective learners Accepting responsibility for their own learning Viewing problems as challenges rather than obstacles Creativity and independence in learning Willingness to seek help Valuing their own learning The Individual Learning Plan ILP is simply a tool (like a road map) that guides from one place to another, used by employees or work groups that helps organize and plan self-directed learning activities. An ILP will focus primarily on building individual or group competencies. Major components that comprise an ILP: INITIATING PHASE PLANNING PHASE MANAGING PHASE EVALUATING PHASE what is the purpose or goal of the learning endeavor? what questions are to be answered or what needs met? what are the intended outcomes or personal benefits? what learning resources are available or attainable? has each learning activity been carried out? how can the acquired information and knowledge be analyzed, interpreted, and incorporated? are there other goals that can be established? how can personal proficiencies as a learner be improved? what activities can best stimulate learning? what conclusions or personal change is obtainable from the experience? what are the criteria for successful accomplishment of any learning goals? were the learning goals achieved? Steps in developing an ILP Developing Learning Goals Gather documents that will play an important role in devising an effective ILP: a statement of the organization's vision, mission, and values statements, the learner's position description, performance goal statement, the result of any assessments of individual or department competencies, and any pronouncements about the organization's strategic plan. Steps in developing an ILP Goals of an ILP Developing or enhancing capabilities in the present job Planning for career achievement Developing skills and learning activities to support performance goals Steps in developing an ILP Self-Assessment Individuals must assess themselves. Learners should think ahead at least three to five years and assess their strengths and opportunities in their present or future positions either inside or outside their organization. Determine the Preferred Learning Style Scan the Learning Activities that match Learning Needs and Styles Thank You!
