Using Career Engagement
to Support Strategic
Career Decision Making
Dr. Deirdre Pickerell, CHRP, GCDF-i
Presented by: Dr. Roberta Neault, CCC, CCDP, GCDF-i
Setting the
Scene
Exploring
the
Research
Strategic
Career
Engagement
Agenda
SETTING THE SCENE
The Current Context
83% of employers believe
career management plays a critical role
in the achievement of business objectives
80% of employers believe
a lack of career development opportunities
was the primary reason
for voluntary employee departures
Boosts
Productivity /
Contributions
Retains
Skilled
Workers
Why Does
Engagement
Matter?
Strengthens
Optimism /
Hope
Enhances
Work/Life
Satisfaction
Employee
Career
Engagement
Job
Work
Career Engagement
Neault & Pickerell
Overwhelmed
Two Routes to Disengagement
Challenge
too low for
available
capacity
Underutilized
Challenge
too high for
available
capacity
Higher
challenge;
lower
capacity
Results in
anxiety and
worry
At risk for
stressrelated
burnout
Overwhelmed
Higher
capacity;
lower
challenge
Results in
boredom
and apathy
At risk for
counter
productive
behaviours
Underutilized
Unproductive, unable and even unwilling to
juggle multiple tasks / complete work
EXPLORING THE RESEARCH
Career Engagement
Purpose
• Research Career Engagement Model
• Investigate Career Engagement levels of Canadian Career
Development Practitioners (CDPs)
Participants
• 226
Method (Online Survey)
• Demographics profile
• Survey of Career Engagement
• Self-ratings
Something to think about . . .
Optimism biggest predictor of career success / job
satisfaction (Neault, 2000)
Yet, almost 78% of respondents are not optimistic
about career opportunities
BC CDP Skills
Purpose
• Examine skills and skill gaps among BC CDPs
• Identify methods of training
Participants
• 153 respondents
• Regional and work role representation
Method
• Online survey, ThoughtStream, Key Informant
Interviews, Focus Groups
Key Findings
Skills
Disconnect
Skill
Development
Transition
Challenges
Role
Importance
Preferred
Approaches
Policy
Money
Self-Rating
Barriers
Time
Foreign Credential Recognition
Purpose
• Examine successes/barriers of ITPs in the FCR process
• Help ITPs integrate into the Canadian economy
Participants
• 50
• Engineering, health care, finance, and legal professions
Method
• Focus groups and follow-up online survey
The Clients’ Perspective
Would like to see
sector-specific CDPs
who know the industry
Newcomer has difficulty
navigating settlement
issues (e.g., housing,
providing for family)
Highly skilled,
internationally trained
doctor can’t even draw
blood from patients
Neault & Pickerell
10 TIPS FOR
STRATEGIC
CAREER
ENGAGEMENT
1. MONITOR YOUR
CAREER ENGAGEMENT
Are you feeling. . .
Engaged
Overwhelmed Underutilized
Disengaged
2. REFLECT ON
WHAT’S WORKING
AND WHAT ISN’T
Consider. . .
Home
Work
Community
Health
3. CONSIDER
ALL YOUR
LIFE ROLES
What Roles Are You Juggling?
Partner/Spouse
Child
Parent
Learner
Worker
Volunteer
4. KNOW YOURSELF
The Wheel
5. EXPLORE
OPPORTUNITIES
Consider all that might be available
Work
Learning
Home
Opportunity Awaits!
6. DECIDE ON
THE SIZE OF THE SHIFT
A slight adjustment
To a giant leap
7. IDENTIFY INDIVIDUAL AND
ORGANIZATIONAL CAPACITY
Capacity
Time
Money
Resources
Relationships
Health
8. CONSIDER AN APPROPRIATE
LEVEL OF CHALLENGE
Know what level of challenge
you have the capacity to
support and how that might
change depending on your
constantly shifting roles.
9. SET SHORT
AND LONG TERM
SMART GOALS
SMART Goals
 Specific
 Measurable
 Achievable
 Relevant
 Time-Limited
10. AVOID DISENGAGEMENT
Continuously
Monitor
Challenge
and Capacity
Neault & Pickerell
10 Tips for
Strategic Career Engagement
1. Monitor your Career Engagement
2. Reflect on what’s working and what isn’t
3. Consider all your life roles
4. Know yourself
5. Explore opportunities
6. Decide on the size of the shift
7. Identify individual and organizational capacity
8. Consider an appropriate level of challenge
9. Set short and long term SMART goals.
10. Avoid disengagement