Career counseling report
Cornée de Ruyter
Assessment program: career counseling
Administration: 02 March 2015
Contents
Aim of this report
3
Structure
4
Why: my values
5
What: my work
7
How: my roles
9
Where: my organisations
11
Who: my people
13
What to watch out for: my energy
15
Conclusions
17
Aim of this report
This report is meant to help you make choices about your career. Questions which you could
ask yourself are:
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How can this report help me further in my career?
What do I want to achieve in my discussions with my career coach?
Looking back at my career; what are my highlights? What am I proud about?
What are my lows?
In a scale from 0 – 10 whereby 0 = 'I have no idea what I want in my career' and 10 = 'I
know that very well,' where am I standing now?
What makes it that score?
What can I do to score 1 point higher on the scale? And what else?
What does a typical workday look like for me?
Suppose I am a year further ahead. I am working the way I like it best. What am I doing,
with whom, where?
What am I doing differently from now?
In the report you find recommendations and suggestions that are based on scores achieved on
a number of instruments filled out by you. These scores are compared with data present in the
expert system. Due to this it is a personal report, which deals with your possibilities, thoughts
and preferences. In the figures, your highest score is presented the largest and your lowest the
smallest. Think however that this report is intended as a support; it is used to stimulate
thinking and to give you (new) ideas. The report is of course never the only and correct answer
to the questions you are asking yourself. It is therefore smart to make an interpretation of
your own situation; this can, for example, be done together with a coach or career mentor.
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career counseling report van Cornée de Ruyter
Structure
Here the career wheel is shown. Start at 'twelve o'clock' and read clockwise. Five questions
and a hypothesis arise. These are:
Why?
What is important to me when I think about work? Reflect upon the values that play a role
while working. Are you looking for challenges or is balance more important? See pages 5 and
6.
What?
This question is about the sort of work you would prefer to do. Jobs differ on content and level
of the work. Thinking or acting? Convincing or supporting? See pages 7 and 8.
How?
This question is about roles. Apart from the 'why' and 'what' you may ask yourself the
question in what role you would prefer to see yourself. A specialist or generalist, a manager or
salesperson? See pages 9 and 10.
Where?
A fourth question is in what kind of culture you would want to work. Where power and
performance are important values or on the other hand tradition and comfort. It makes quite
a difference! Please refer to pages 11 and 12.
Who?
This is about relations and the way you would like to cooperate with other people. Are you a
specialist or the coordinator, someone who inspires others or who wants above all to get
things done? See pages 13 and 14.
What to watch out for: my energy
The final question you can ask yourself is: What do I want and what definitely not? Where are
my preferences, what do I have to watch out for, what is it that I cannot stand? What gives me
energy and what brings me down? What gives me stress and what makes me function poorly
Please refer further to pages 15 and 16.
4
Why: my values
For most people work is more than just a way to ensure a living. Although
earning money is relevant to most people, the way to do it can differ
significantly.
If you ask somebody: Why do you do that work? you often get to hear what that person wants
to achieve. We are dealing with values then. A value has to do with what people want to
achieve. It is about what drives them, what 'makes them tick'. Values not always show in the
concrete behaviour of people: they are hidden 'under the
surface'. In the picture that shows as an iceberg. Visible
behaviour is above the surface. Under the surface are the
motives, values, personal characteristics and eventually your
Knowledge
self concept, your identity. There are several ways to
Skills
accomplish a goal. What way is allowed or wished for is
determined by someone's values. What behaviour is
acceptable and what behaviour is not acceptable. Mostly lying
Values, motives
and stealing is rejected as a way to achieve goals. CoPersonal characteristics
operating and working hard normally are acceptable.
Self concept, identity
“Live out of your imagination and not
from your history” (Stephen Covey)
In this chapter a model with eight values is used. The definitions are:
Challenge
Problem solving, improve continuously, competition
Influence
Result-oriented, guiding people, resources and settings
Entrepreneurship
Own creation, think about new solutions, ownership, prosperity
Autonomy
Freedom, independence, choosing own direction
Balance
Internal harmony, work/life, meaningful work
Dedication
Service, idealism, supporting others, justice
Security
Safety, predictability, rules and regulations, clear expectations
Expertise
Contents, expertise, specialty
Schein: career anchors
This model, using bulbs in a circle, also indicates focus on performance (tasks) or on relations
(people) and external (customers, markets) or internal (your organisation) orientation.
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career counseling report van Cornée de Ruyter
In the picture your values are displayed. The bigger the circle, the more important this value is
for you in your work.
The most important ones seem expertise (Contents, expertise, specialty) and challenge
(problem solving, improve continuously, competition). You prefer to achieve something in life
and be challenged. On third stands security (safety, predictability, rules and regulations, clear
expectations).You seem to have stronger internal focus and like to work with a lot of people.
INTERNAL
PERFORMANC
E
RELATION
EXTERNAL
A value that is less important to you is dedication. This means that serving others is no core
value for you. Right now influence and entrepreneurship are not that important to you either.
Now you can reflect on these results. Do you recognise yourself in this picture? To what
extend is your current situation in line with what you really want to accomplish? Do you
indeed have the opportunity to be amongst the best in your field of work, work on challenging
tasks and to predict on forehand how things will work out?
6
What: my work
The content of work varies. In some jobs you do the same things again and
again, in other jobs new things have to be done all the time. Some jobs do
not require deep thought, in other jobs that is the essence.
Various systems have been thought out where you can set up positions with. One of the most
famous is the RIASOC model of J.L. Holland (1985). He organises professions using six
characteristics. These characteristics are listed in the table:
Holland feature
Realistic
Intellectual
Artistic
skills
technical insight
analytical power
artistic aptitude
Social
Entrepreneurial
Conventional
communicative skills
persuasiveness
administration/organisation
values
productivity, actually
knowledge, learning
originality, beauty
helpfulness,
understanding
success, influence
order, reliability
characteristics
handy
curious
creative
avoid
interaction
selling
rules
empathic
dominant
accurate
technique
complexity
lack of clarity
“Give me work that suits me and I never have to work again”
(Confucius)
The graph on the next page shows a hexagon. This is a representation of the Holland model
showing your features in a job or tasks. Your position is marked by the coloured areas. The
bigger the area the bigger your preference for work with that feature seems to be.
Looking at the highest score you seem to be the type conventional. People who score high on
Conventional - like yourself - prefer working with concrete information and data. They feel it is
important that administrative issues are well taken care of. Being precise and following
procedures is important. These people most often are reliable and can handle numbers well.
Most of the time they can do lots of work in a short period of time and avoid making mistakes.
Their administration is accurate and also in their contacts they are reliable. These people often
are the champions in knowing how procedures have to be followed within the organisation.
Reliability!
The three highest scores are with conventional, intellectual and realistic. That is dealing in a
orderly manner with ideas and things. These features mean that some occupations fit you
better and other ones fit you less.
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career counseling report van Cornée de Ruyter
Matching core tasks
Professions or functions usually consist of three to six core tasks.
If you function at a professional/executive level, it seems fitting: accomplishing a new
product or service on time and within budget (for example, Engineer or Food Technologist),
structured and purposeful gathering information and analyzing of data (for example,
Scientific Researcher or Staff Associate).
If you function at a strategic or management level, it seems fitting: translating a vision into
long-term goals and composing a realistic plan of approach (for example, General Manager
or Marketing Manager), achieving the intended result by setting up and coordinating
projects (for example, Manager Operations or Project Manager).
If you function at an executive level, it seems fitting: creating overview and making schedules
(for example, Logistics Planner or Foreman), executing work autonomously (for example,
Skilled Craftsman or Production Employee).
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How: my roles
The way you think, your cognitive style, influences the behaviour you
portray. You can then again translate your behaviour to the roles you play.
This chapter provides information on your cognitive style(s) and roles.
Your cognitive style has a direct relationship to the structure of your brain. Your brain has a
left and a right half and a lower and upper part. Together they form the four quadrants of your
brain. Ned Hermann has performed extensive research into the operation of the four brain
quadrants. The quadrants are associated with cognitive styles. In the left brain half ratio plays
an important role and the right brain half on the other hand deals with emotion. The lower
half of the brain is characterized by dependency and instinct, whereas the upper half is
characterized by independence and intelligence. Each person has all cognitive styles in himself
or herself, and a natural preference for one specific cognitive style, which usually has the
upper hand and determines how you think and act. The following diagram of the brain
represents the different characteristics of each cognitive style. The cognitive styles are
described based on the four roles.
Professional If you prefer this cognitive style or
role, you evaluate independently and
rationally. You are critical. You want to
be the best in your profession;
delivering quality is your top
priority. You can also come
reasoning logically
across as a perfectionist and
demanding: After all you
analysing
know best! Selling is not your
fact based
strong side: a good idea or
product does sell itself.
a perfectionist
Pioneer If you prefer this cognitive style or role,
your thoughts are playful, rapid and outside
the box. You have fantasy and draw
attention by a passionate, optimistic,
sometimes also naive style. You
distinguish yourself by being
creative
different. You are always asking
yourself what can be done
intuitive
differently and better. You are
integrated
bored rapidly by routine and
do
not have a lot of attention
sees the whole
to detail.
Manager You maintain
supervision and keep the
reigns in your hands. You
structure work to a smoothly
running whole, where everyone
knows his or her tasks and
competencies. You have a sense of
responsibility, are loyal and integer.
When changes occur, you are
sometimes unsure.
people centred
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organised
formalising
empathy
methodical
mobile
detail oriented
emotional
Sales person You understand the
needs of others. If others like
things, you do too. Sales means
connecting to the needs of the client
and searching for win-win situations.
You are loyal, flexible and enthusiast.
You are bothered by conflicts and prefer
to avoid unpopular decisions.
career counseling report van Cornée de Ruyter
In the following figure your positions are listed at these four cognitive styles or main roles.
Your focus point lies with professional. The role of sales person is for you the least attractive.
The picture shows some example occupations. They are examples of the four leading roles
(top left, top right, bottom left and bottom right). In between are some intermediate jobs,
containing features of two leading roles.
The picture also shows a small circle. This circle reflects your focus point. The position of the
focus point tells two things. First, what role fits you best. Second, how well this role fits you.
The more outside the centre, the better the 'fit' is.
Looking at this, reflect upon the role you have now or the role you used to have. Compare this
with the role you aspire. Is there overlap? What are the differences?
“Find a job that you like and add five days each week” (Jackson Brown)
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Where: my organisations
In this chapter it deals with the kind of organisation that seems to match you
best. Organisations can be described in different ways. In this chapter we
work with the Culture Detector Model.
The Culture Detector Model has been developed by cut-e on the basis of an international
study in 2002-2004. The purpose of this model is to measure the values, motives and interests
that are important to you in your work. This helps you map out in which type of organisation,
size or team you feel at home best.
The 6 factors of the Culture Detector Model
Culture factor
Power
Achievement
Comfort
Self-direction
Benevolence
Tradition
You value:
authority, power, decisiveness, respect and alertness
progress, entrepreneurship, ambition, success, result,
security, reliability, clear planning and organisation
analysis, innovation, inspiration, creativity, freedom
people-orientedness, empathy, cooperation, tolerance
bond, helpfulness, safety, pride, traditions
How can the Culture Detector Model help you?
Map your current work situation.
By estimating what the culture there is in your own team, department or organisation and
comparing that to your own values, you evaluate to what degree this culture corresponds to
you or not. If you come to the conclusion that there are differences, you can ask yourself how
much this troubles you and to what degree there are possibilities to compensate or influence.
Estimating a new work environment.
Information in the (social) media, in advertisements, at sites, blogs, in personal contacts and
discussions can help you estimate the culture of an organisation, department or team. Then
you can estimate to what degree you will feel at home in the new team, department or
organisation.
“A person who values his privileges more than his principles
loses both rapidly” (Eisenhower)
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career counseling report van Cornée de Ruyter
In this figure you see your preference for organisational types. The more the point of the star
is coloured in, the more is your preference for this type of organisation.
Suitable
You seem to be very comfortable in organisations where security, reliability, clear organisation
and planning are central such as with the government and semi-government.
Less appropriate
You seem to be least comfortable in organisations in which analysis, creativity, innovation,
inspiration and freethinking are central such as with design, consultancy offices and with high
tech companies.
Now that you are seeing your results, think about your current organisation, department,
team or the work environment you prefer. What are the similarities? What are the
differences? How big are they? Can they be compensated or influenced? What also catches
your attention?
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Who: my people
Belbin is a well known author on team composition. Co-operation is
enhanced by optimising the composition of a team. In order to perform well
several (informal) team roles need to be fulfilled.
Team roles describe the behaviour when dealing with work and colleagues. The roles
complement each other and strengthen each other, but they can also be contradictory and
compete with each another. In practice we all have two to three team roles which we prefer, a
few we can easily perform for a while, and a number that are really not our cup of tea or
which totally go against our nature.
Nine roles are distinguished. Each role has strong and weak aspects to it.
Role
Strong aspect
Weak aspect
Co-ordinator
Clarifies intentions. Summarises what
everyone wants. Can delegate well.
Coordinator.
Practical, organizer, objective, orderly and
task oriented. Hard worker.
Has something manipulative. Delegates own
work.
Implementer
Plant
Introvert, original, free spirit. Creative
thinker.
Monitor Evaluator
Intelligent, sensible, critical, considers
carefully. Analytical thinker.
Knows a lot about little. Expert in a certain
area. Silent hermit.
Happy, enthusiast, full of adventure and
broad-minded. Extrovert networker.
Specialist
Resource Investigator
Shaper
Teamworker
Completer Finisher
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Driven, passionate, full of willpower.
Performance focussed worker.
Helpful, easy going, sensitive to
surroundings. Is looking for balance and
harmony.
Eye for detail. Check + double check. A
perfectionist. Quality controller.
Too practical and conservative if the immediate
benefit of something new is not immediately
clear.
Seems absent minded, is not always practical
and sometimes misses the connection to what
the environment asks of him.
Can think about issues a very long time so that
he can hinder progress.
His input is limited to a small area. Is busy too
long with details. No eye for the big picture.
Rapidly bored and nonchalant if the new is no
longer interesting.
Can react volatile and rapidly become
emotional and unruly. Can run people over.
Indecisive in difficult situations. Can be
influenced easily. Difficulty with conflicts.
Can be overprotective. Has difficulty delegating
to others.
career counseling report van Cornée de Ruyter
According to theory it is good when teams are composed of different types of people. Teams
in which a number of the aforementioned roles are fulfilled by people, function better. It is
important for you when you are working together with others: What can you do well and what
can others do better? In other words: which role(s) suit you best?
In this picture you can see the nine team roles and which of them fit you best. The green ones
you prefer most, the orange ones bit less and the red roles do not fit you at all. The green roles
are Completer Finisher, Monitor Evaluator and Specialist.
Teamworker
Completer Finisher
Shaper
Resource Investigator
Co-ordinator
Implementer
Specialist
Plant
Monitor Evaluator
“Everything you find irritating in others, teaches you especially a lot
about yourself“ (Carl Jung)
How does it help you? Insight in your team's roles helps you chart your (new) work situation.
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14
Which roles am I performing now? Which ones did I perform in the past?
Which roles am I good at? Which less?
Do I recognise myself in the aforementioned scenario? Do I recognize my strong and
weak sides?
How can I utilise more often the roles which suit me best?
What do I have to pay attention to?
How do I handle roles that I am less or not at all suited for? Can I drop them and/or
transfer them to someone else?
In a (new) work environment can I utilise sufficiently the roles that suit me best?
What to watch out for: my energy
In this chapter it deals with what gives you energy and what this energy costs
in your work. If your work gives you energy, you are eager and work with
passion. If work costs you energy you can experience stress. In time you can
even develop burnout. This chapter gives insight in three aspects that deal
with your personal energy management: Energy sources, work stressors and
personal resources.
Energy sources are those aspects of your work which give you energy, so that you become
eager and are completely absorbed in your work. An energy source is for example challenging
work or good cooperation. Energy sources differ from person to person. What gives you
energy? Do you get started enthusiastically when it is clear what you have to do exactly or are
you indeed completely absorbed by your work if you can organise it completely yourself?
Work stressors occur if you are no longer able to conform to the requirements which are
made of you at work. Stress is coupled to feelings and physical reactions. In itself there is
nothing wrong with that. More specifically, in order to perform well you even need a certain
amount of stress. It only becomes a problem if this agitated and activated situation occurs
often and/or during a long time and there is insufficient room to relax and recover. Moreover
work stressors differ from person to person. One person does not mind, or indeed likes it to
each time get new and different tasks; however, it indeed stresses another person a lot.
Personal resources are energy sources which in a way are present in yourself. They are the
characteristics you apply if you experience stress. Your coping style is the way you deal with
stress. Do you actively approach the problem or do you indeed avoid it? Are you starting to
worry or are you looking for support? It has been proven that people with an effective coping
style experience less stress and have less chance of physical and mental complaints. They are
feeling better, more self-assured, have easier contacts with others.
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career counseling report van Cornée de Ruyter
My energy sources
It seems that you get energy from work with a clear general strategy and clear direction. You
also seem to get energy from work that you project intellectually. Work in which one is
rewarded for performance also seems to give you energy.
My work stressors
It seems that you get stress from work in which you have to influence decisions. It also seems
that you get stress from work in which you regularly are in contact with colleagues or clients.
My personal resources
It seems that when you are experiencing stress you react to that by thinking about causes and
errors. This coping style is not effective. By doubting yourself or blaming others the problem is
not solved. What you would also be able to do is purposefully and systematically search for a
solution. You also react to it by changing your way of thinking about the situation. This coping
style is effective. What you would also be able to do is ask understanding of others, and search
for cooperation.
“The key is not to attach priorities to your planning, but to plan
your priorities” (Stephen Covey)
This helps you map your current or a new work situation.
 What should a (new) work environment offer me? Does my work situation promote my
well being and health? Or is it indeed hindered? What can I do to change this?
 What gives me energy? Is that sufficient in my current work or in a new work
environment? Which energy sources can I still tap?
 What do I do if I am experiencing stress? What is effective and what is not? How can I be
more effective?
16
Conclusions
You have now gone through information about your opportunities, thoughts
and preferences based on instruments you filled out. It is recommended to
translate with your career coach the outcomes of this report to your own
situation. Questions which you could ask yourself are:
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What is most valuable for me in this report?
What do I want to take from the report to think about, or work on during the coming
time?
What do I want to have achieved at the end of the discussions with my career coach to be
able to say that they were meaningful and useful?
When can I stop seeing my career coach?
Suppose that I am a year further. I am working the way I like best and I am making a
video-recording of myself. What am I doing, with whom, where? How am I feeling?
On a scale of 0 – 10 whereby 0 = 'the worse moment I am familiar with' en 10 = 'I am
working like I enjoy doing it,' where am I now?
What is already contained in that score? How was I able to reach that score?
What do I see as my next step? What does that step look like? What am I then doing
differently?
What tells me that I have achieved my goal? How do significant others (my partner,
children, friends, colleagues,) notice that?
How am I going to celebrate if I reach my goal?
“A goal is a dream with a deadline” (Napoleon Hill)
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career counseling report van Cornée de Ruyter
Literature
Why: my values
E.H. Schein (2006) Career Anchors. Discover your real values. Academic Service.
What: my work
Stephen R. Covey (1989) The seven habits of highly effective people. Free Press.
How: my roles
N. Herrmann (1996) The whole brain business book McGraw Hill Professional.
Where: my organisations
K.S. Cameron & R.E. Quinn (2011) Diagnosing and changing organizational culture. John Wiley
& Sons.
Who: my people
R.M. Belbin (1993) Team roles at work. Butterworth-Heinemann.
What to watch out for: my energy
Stephen R. Covey, A.R. Merill & R.R. Merill (1994) First Things First: To Live, to Love, to Learn,
to Leave a Legacy. Simon and Schuster.
18
About this report
This report was generated by Marie Louise Torck - Bonville (Torck
International) from HRorganizer.com on 17 June 2015. This report was
automatically generated. However, the user of HRorganizer.com can make
changes in and amendments to the assembled text that was originally
generated by the system. The owner of HRorganizer.com can not accept
responsibility for the consequences of the use of this report and it cannot
guarantee that the contents is the unchanged output of the system. The
use of HRorganizer.com is only allowed by persons who work for a
licensed organisation.
© 2005 - 2015 www.HRorganizer.com – All rights reserved.
20
Career counseling workbook
Cornée de Ruyter
Assessment program: career counseling
Administration: 02 March 2015
Contents
Aim of this report
3
Structure
4
Why: my values
5
What: my work
7
How: my roles
9
Where: my organisations
11
Who: my people
13
What to watch out for: my energy
15
Conclusions
17
22
aim of this report
You have gone through this report together with your coach. Hopefully it gave a lot of
recognition but new insights also. In this workbook you can enter your comments,
reflections but above all your plans and activities that are related to optimizing your career.
Hint: before starting to implement all sorts of activities it is wise to check the level of realism
with your coach. Success!
23
career counseling report van Cornée de Ruyter
Structure
Here the career wheel is shown. Start at 'twelve o'clock' and read clockwise. Five questions
and a hypothesis arise. These are:
Why?
What is important to me when I think about work? Reflect upon the values that play a role
while working. Are you looking for challenges or is balance more important? See pages 5 and
6.
What?
This question is about the sort of work you would prefer to do. Jobs differ on content and level
of the work. Thinking or acting? Convincing or supporting? See pages 7 and 8.
How?
This question is about roles. Apart from the 'why' and 'what' you may ask yourself the
question in what role you would prefer to see yourself. A specialist or generalist, a manager or
salesperson? See pages 9 and 10.
Where?
A fourth question is in what kind of culture you would want to work. Where power and
performance are important values or on the other hand tradition and comfort. It makes quite
a difference! Please refer to pages 11 and 12.
Who?
This is about relations and the way you would like to cooperate with other people. Are you a
specialist or the coordinator, someone who inspires others or who wants above all to get
things done? See pages 13 and 14.
What to watch out for: my energy
The final question you can ask yourself is: What do I want and what definitely not? Where are
my preferences, what do I have to watch out for, what is it that I cannot stand? What gives me
energy and what brings me down? What gives me stress and what makes me function poorly
Please refer further to pages 15 and 16.
24
WHY: MY VALUES
INTERNAL
PERFORMA
NCE
RELATION
EXTERNAL
COMMENTS
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career counseling report van Cornée de Ruyter
STRENGTHS
DEVELOPMENT ISSUES
26
WHAT: MY WORK
COMMENTS
27
career counseling report van Cornée de Ruyter
STRENGTHS
DEVELOPMENT ISSUES
28
HOW: MY ROLES
COMMENTS
29
career counseling report van Cornée de Ruyter
STRENGTHS
DEVELOPMENT ISSUES
30
WHERE: MY ORGANISATIONS
COMMENTS
31
career counseling report van Cornée de Ruyter
STRENGTHS
DEVELOPMENT ISSUES
32
WHO: MY PEOPLE
Teamworker
Completer Finisher
Shaper
Resource Investigator
Co-ordinator
Implementer
Specialist
Plant
Monitor Evaluator
COMMENTS
33
career counseling report van Cornée de Ruyter
STRENGTHS
DEVELOPMENT ISSUES
34
WHAT TO WATCH OUT FOR: MY ENERGY
My energy sources
It seems that you get energy from work with a clear general strategy and clear direction. You also seem to get
energy from work that you project intellectually. Work in which one is rewarded for performance also seems to
give you energy.
My work stressors
It seems that you get stress from work in which you have to influence decisions. It also seems that you get stress
from work in which you regularly are in contact with colleagues or clients.
My personal resources
It seems that when you are experiencing stress you react to that by thinking about causes and errors. This coping
style is not effective. By doubting yourself or blaming others the problem is not solved. What you would also be
able to do is purposefully and systematically search for a solution. You also react to it by changing your way of
thinking about the situation. This coping style is effective. What you would also be able to do is ask understanding
of others, and search for cooperation.
COMMENTS
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career counseling report van Cornée de Ruyter
STRENGTHS
DEVELOPMENT ISSUES
36
ACTIONS
Here my goals are made explicit: what should I have accomplished in three
months time?
I'm going to
The result of that will be that
That will be accomplished on
I'm going to
The result of that will be that
That will be accomplished on
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career counseling report van Cornée de Ruyter
I'm going to
The result of that will be that
That will be accomplished on
I'm going to
The result of that will be that
That will be accomplished on
38
About this report
This report was generated by Marie Louise Torck - Bonville (Torck
International) from HRorganizer.com on 17 June 2015. This report was
automatically generated. However, the user of HRorganizer.com can make
changes in and amendments to the assembled text that was originally
generated by the system. The owner of HRorganizer.com can not accept
responsibility for the consequences of the use of this report and it cannot
guarantee that the contents is the unchanged output of the system. The
use of HRorganizer.com is only allowed by persons who work for a
licensed organisation.
© 2005 - 2015 www.HRorganizer.com – All rights reserved.