Administration and Interpretation of
the Career Profile Inventory
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BALANCING INDIVIDUAL AND
ORGANIZATIONAL NEEDS
3
ORGANIZATIONAL CAREER
MANAGEMENT ISSUES
 Pre-employment personnel selection systems to
optimize employee satisfaction and productivity
 Identification of “high potentials” and a talent
management pipeline at all job levels
 A talent management system emphasizing
employee development
 Proper alignment of employee’s skills, abilities,
interests, and experiences with current and future
job openings
 Retention of talent and reduction of voluntary
turnover
4
Retention Costs
 The 2000 Retention Practices Survey
(SHRM) reported an average 17% annual
voluntary quit rate across 473 organizations
(highest was 44.9% in hospitality and
lowest was 14.9% in manufacturing)
 Cost of recruiting and training new leaders
(supervisors and managers) is
approximately 90-150% of the employee’s
salary
 US Department of Labor estimates that it
costs an organization approximately onethird of a new hire’s annual salary to
replace a non-exempt employee
5
Retention Factors
 A recent McKinsey study of 13,000 executives at more
than 120 companies and case studies of 27 leading
companies, revealed compelling evidence that better
talent management leads to increased performance
 On average, companies that did a better job of attracting,
developing, and retaining highly talented managers
earned 22 percentage points higher return to
shareholders
Michels, E., Habdfield-Jones, H & Axlerod, B. (2001). The War for Talent.
Harvard Business Press.
6
Retention Factors
 Gallup's Employee Engagement Index reveals
that, on average, about 70 percent of U.S.
workers are not engaged in or are actively
disengaged from their work.
 A recent Towers Perrin multi-company survey
revealed that only half (50 percent) of employees
polled said their company inspires them to do their
best work, suggesting companies are performing
below their potential because they are not
engaging employees
7
OPD Employee Engagement Study
 Results of two company wide employee engagement
surveys were analyzed for all corporate staff for a large
food service corporation for 2002 and 2004
 Employees rated their own involvement with their
organization and job using a benchmarked 12-item
Employee Engagement Index (alpha .91)
 Employees were asked additional questions about
retention (intention to leave in 12 months), job
satisfaction and perceptions of job stress
Nowack, K. (2005). Employee Engagement Matters: Relationship between Employee Engagement,
Retention, Job Satisfaction and Stress
8
OPD Employee Engagement Study (N=163)
Significant Differences (all p’s < .01)
3
2.58
2.54
2
2.02
1.54
Job Stress
Retention
Satisfaction
1.54
1.22
1
High
Engagement
Low
Engagement
9
BUILDING A RETENTION CULTURE
 Hold managers accountable for talent management
including tying retention and developmental coaching
to performance reviews
 Train leaders on retention and development strategies
so they can build a retention culture in their own units
 Implement strategic talent development programs
including coaching, 360 degree feedback and
assessment centers to identify high potential
leadership talent
 Institute formalized mentoring and career assessment
and development programs
10
WORKFORCE 2010
THE CHANGING CAREER PARADIGMS
OLD PARADIGMS












Job Security
Longitudinal Career Paths
Job/Person Fit
Organizational Loyalty
Career Success
Academic Degree
Position/Title
Full-Time Employment
Retirement
Single Jobs/Careers
Change in jobs based on fear
Promotion highly tenure
based
NEW PARADIGMS












Employability Security
Alternate Career Paths
Person/Organization Fit
Job/Task Loyalty
Work/Family Balance
Continuous Relearning
Competencies/Development
Contract Employment
Career Sabbaticals
Multiple Jobs/Careers
Change in jobs based on growth
Promotion highly performance
based
11
2005 Retention Driver Survey
Retention Factor1
Percentage (%)
1Survey
48.4
Exciting Work and Challenge
42.6
Career Growth, Learning and Development
41.8
Relationships/Working with Great People
31.8
Fair Pay
25.1
Supportive Management/Great Boss
23.0
Being Recognized, Valued and Respected
22.0
Benefits
17.0
Meaningful Work
16.5
Pride in Organization and Its Mission/Products
16.0
Great Work Environment/Culture
13.6
Flexibility
12.6
Autonomy/Sense of Control
10.5
Job Security/Stability
10.3
Location
7.7
Diverse and Changing Work Assignments
of over 7,600 employees in diverse industries by Career Systems International
12
THE PSYCHOLOGICAL CONTRACT
The overall set of expectations held by an individual with respect to what he
or she will contribute to the organization and what the organization will
provide in return.
Contributions from
the Individual
• Effort
• Ability
• Loyalty
• Skills
• Time
• Competencies
Inducements from
the Organization
• Pay
• Job security
• Benefits
• Career opportunities
• Status
• Promotion opportunities
13
USES OF THE
CAREER PROFILE INVENTORY







Career Counseling
Executive/Management Coaching
Supervisory Training
Management Development
Career Resource Centers
Assessment Centers
Outplacement
14
CAREER PROFILE INVENTORY
ONLINE ADMINISTRATION
15
SUMMARY OF SCALES
CAREER PROFILE INVENTORY

CAREER STAGE

CAREER PATH PREFERENCE

POLITICAL STYLE ORIENTATION
16
CAREER MANAGEMENT PROCESS
STEP 1
INDIVIDUAL ASSESSMENT
STEP 2
INTERPERSONAL ASSESSMENT
STEP 3
ORGANIZATIONAL ASSESSMENT
STEP 4
ACTION PLANNING
Who am I? (Career Stage, Path
Preference, Political Style)
How do other see me? (Selfinsight, image, political style,
personality)
What are my options within the
organization? (Knowledge of
the organization, future trends,
options, opportunities)
How do I achieve my goals?
(Motivation, confidence, goal
setting, action planning)
17
High
COMBINATIONS OF CAREER
INTERESTS AND SKILLS
Develop
Avoid
Explore
Low
SKILLS
Minimize
Low
High
INTERESTS
18
CAREER PROFILE INVENTORY
PILOT RESEARCH STUDY
 Initial pilot study established on 161 employed adults in
1990; Second item/scale analysis in 2002 (N=133)
 Composed of 30% male and 70% female; 71.5%
Caucasian, 11.5% Hispanic, 5.5% African American,
5.5% Asian, and 6% Other
 Average age was 35.6 (S.D. =7.23)
 Sample was highly educated (50% possessed a
Bachelor’s degree, 19.3% a Masters, and 6% a
Doctorate)
 The employees came from over 14 diverse industries
in both the public and private sectors
19
CAREER PROFILE INVENTORY
PILOT RESEARCH STUDY NORMS (N=133)
ALPHA
Career Stage
Entry
Development
Balance
Exploration
.71
.64
.68
.80
CURRENT
Mean
SD
5.86
2.2
7.04
1.7
5.28
1.9
5.47
2.7
FUTURE
Mean
SD
5.63
2.2
7.49
1.7
6.96
2.0
4.59
2.3
Career Path Preference
Managerial
Specialist
Generalist
Entrepreneurial
.60
.64
.67
.58
9.29
8.61
9.62
8.59
2.7
2.5
2.7
2.4
9.68
9.30
11.30
9.86
2.9
2.7
2.7
2.7
Political Style
Promoter
Strategist
Team Player
Independent
.71
.63
.73
.63
17.03
17.67
15.89
13.47
4.1
2.9
3.8
3.4
13.89
17.22
18.91
15.43
4.1
3.9
3.5
3.9
20
CAREER PROFILE INVENTORY
SCALE CORRELATIONS
CAREER STAGE CORRELATIONS (*p < .01)
1. Entry
2. Development
3. Balance
4. Exploration
1
2
3
4
__
.18
-.11
.09
__
.02
-.23*
__
.02
__
21
CAREER PROFILE INVENTORY
SCALE CORRELATIONS
CAREER PATH CORRELATIONS (*p < .01)
1. Managerial
2. Generalist
3. Specialist
4. Entrepreneurial
1
2
3
4
__
.48*
-.09
.06
__
.08
.19*
__
.49*
__
22
CAREER PROFILE INVENTORY
SCALE CORRELATIONS
POLITICAL STYLE CORRELATIONS (* p < .01)
1
1. Independent
2. Team Player
3. Strategist
4. Promoter
__
2
3
4
.40*
.02
-.18*
__
.32*
-.22*
__
-.23*
__
23
CAREER PROFILE INVENTORY
SCALE CORRELATIONS
Correlations Between Preferred Political Style and Preferred
Career Path Preferences (*p < .01)
Preferred Political Style Orientation
Preferred Path
Promoter Strategist
Team
Player
Independent
Player
Managerial
.31*
.34*
.02
-.01
Generalist
.26*
.35*
.26*
.16
Specialist
.08
.13
.21*
.42*
Entrepreneurial
.15
.21*
.19*
.30*
24
CAREER PROFILE INVENTORY
CAREER STAGE SCALE
 ENTRY
 DEVELOPMENT
 BALANCED
 EXPLORATION
25
CAREER PROFILE INVENTORY
STAGES OF CAREER DEVELOPMENT
Stage 5: Late Career (ages 55–retirement):
Remain productive in work, maintain self-esteem, prepare for retirement.
Stage 4: Midcareer (ages 40–55):
Reappraise early career and early adulthood goals, reaffirm or modify goals, make choices
appropriate to middle adult years, remain productive.
Stage 3: Early Career (ages 25–40):
Learn job, learn organizational rules and norms, fit into chosen occupation and organization,
increase competence, pursue goals.
Stage 2: Organizational Entry (ages 18–25):
Obtain job offer(s) from desired organization(s), select appropriate job based on complete
and accurate information.
Stage 1: Preparation for Work (ages 0–25):
Develop occupational self-image, assess alternative occupations, develop initial
occupational choice, pursue necessary education.
26
CAREER PROFILE INVENTORY
CAREER STAGE: ENTRY
 This stage is characterized as the beginning of
one's career (or new career), initial placement,
the early process of "learning the ropes,"
figuring out what is expected from others in the
organization and developing basic knowledge,
skills and abilities.
 It The major developmental theme associated
with the entry career stage might be
conceptualized as “self-validation” of an
individual’s skills, abilities, and potential.
27
CAREER PROFILE INVENTORY
CAREER STAGE: DEVELOPMENT
 This stage is characterized by being accepted
into the organization, being promoted and
receiving increasingly more challenging
assignments and responsibilities.
 The major developmental theme associated
with the development career stage might be
conceptualized as “self-improvement” of an
individual’s skills, abilities, and potential.
28
CAREER PROFILE INVENTORY
CAREER STAGE: BALANCED
 This stage is characterized by self-satisfaction
with previous organizational efforts and
accomplishments, a re-assessment of career/life
goals and developing a greater balance between
work, family, children, recreation, leisure
 The major developmental theme associated with
the balance career stage might be
conceptualized as “self-fulfillment” with an
individual’s work/family activities, experiences
and accomplishments.
29
CAREER PROFILE INVENTORY
CAREER STAGE: EXPLORATION
 This stage is characterized by feelings of lack of
mobility, options, choices or “fit” regarding one’s
position, or career advancement (upward,
laterally, or downward).
 The major developmental theme associated with
the exploration career stage might be
conceptualized as active “self-exploration” and
redefining of career options and opportunities
where an individual can be successfully
challenged, stimulated and continue to develop
personally and professionally.
30
BEHAVIORS OF EMPLOYEES IN THE
EXPLORATION/TRAPPED CAREER STAGE
 DISENGAGEMENT: Depressed
aspirations, low organizational
commitment, non-responsibility
 CONSERVATIVE RESISTANCE: Chronic
negativity/criticism, lack of initiative, low
risk taking, territoriality
31
CAREER PROFILE INVENTORY
THE PLATEAUING TRAP
 Career Plateau

Situation in which for either organizational or
personal reasons the probability of moving
up the career ladder is low.
 Types of Plateaus



Structural plateau: end of advancement
Content plateau: lack of challenge
Life plateau: crisis of personal identity
32
CAREER STAGE THEORY
SELECTED REFERENCES

Berlew, D. & Hall, D. (1966). The socialization of managers. Administrative Science Quarterly, 2, 207-223

Dalton, G. & Thompson, P. (1977). The four stages of professional careers. Organizational Dynamics, 19-42

Erickson, E. (1959). Identity and the life cycle. Psychological Issues, New York: International Universities.

Hall, D. (1975). Pressures from work, self, and home in the life stages of married women. Journal of Vocational Behavior, 6,
121-132.

Hall, D. (1976). Careers in organizations. Santa Monica, CA: Goodyear Publishing.

Levinson, D. et al. (1974). The psychological development of men in early adulthood and the mid-life transition. In D.F. Hicks,
A. Thomas, & M. Roff (eds.), Life history research in psychopathology. Vol. 3, Minneapolis, Minnesota: University of Minnesota
Press.

Schein, E. (1971). The individual, the organization, and the career: A conceptual scheme. Journal of Applied Behavioral
Science, 7, 401-426.

Super, D. & Bohn, M. (1970). Occupational psychology. Belmont, CA: Wadsworth Publishing.

Super, D. et al. (1957). Vocational development: A framework for research. New York: Teachers College Press, pp. 40-41.
33
CAREER PROFILE INVENTORY
CAREER PATH PREFERENCES RESULTS
Entrepreneurial
Specialist
Current
Prefer
Generalist
Managerial
0
5
10
15
20
34
CAREER PROFILE INVENTORY
CAREER PATH PREFERENCES
 MANAGERIAL
 GENERALIST
 SPECIALIST
 ENTREPRENEURIAL
35
CAREER PROFILE INVENTORY
MANAGERIAL CAREER PATH
 Traditional vertical movement with
increasing levels of authority &
responsibility in a managerial path
 Decreasing opportunities for upward
mobility in most upward mobility &
career movement organizations
 Organizational reward systems support
upward mobility & career movement
36
MANAGERIAL CAREER PATH
TYPICAL MOTIVES & REWARDS
TYPICAL MOTIVES
 Power
 Influence
 Control
 Managerial
Competence
 Leadership
 Achievement
TYPICAL REWARDS
 Promotion
 Increased Authority
 Increased Span of
Promotion Control
 Executive Perks
(e.g., stock options)
 Titles
37



Formal
Learning
Feedback &
Coaching









Job change/rotation
Special projects and assignments
Exposure and involvement in key business challenges
Task forces, committees, change initiatives
Job Performance feedback
Executive coaching
360-degree feedback process
Developmental assessment workshops
Ascending Value
Experience
How Do You Develop Leaders?
Critical skill building training programs
Transition training programs
Key external training programs
Self-directed learning initiatives
38
DEVELOPING LEADERS WITH A MANAGERIAL
CAREER PATH PREFERENCE




Cross-Functional Versatility
-Exposure to all functions
-Understanding of the organization
Job/Developmental Challenges
-Structured experiences to facilitate development
-Strategic Assignments/Responsibilities
Core Competencies
-Training on specific competencies/skills
-Transition training
Derailment Factors
-Multi-rater feedback to identify strengths/development
-Coaching
39
ENHANCING JOB/DEVELOPMENTAL
CHALLENGES






Carry an assignment from beginning to end
Become involved in a merger, acquisition,
strategic alliance, or partnership opportunity
Implement an organization wide change
initiative
Negotiate agreements with external
organizations
Operate in a high pressure or high-visibility
situation
Head a visible committee or organization wide
task force
40
CAREER PROFILE INVENTORY
GENERALIST CAREER PATH
 Spiral career movements based on
related experiences, knowledge & skills
 Career movements result in a generalist
background and experience
 Consistent with a project and program
management organizational career path
41
GENERALIST CAREER PATH
TYPICAL REWARDS & MOTIVES
TYPICAL MOTIVES
 Professional Growth
 Personal
Development
 Continuous Learning
 Innovation
 Developing Others
TYPICAL REWARDS
 Cross-Training
 Job Rotation
 Project Management
 Education
Reimbursement
 Mentoring
Assignments
42
CAREER PROFILE INVENTORY
SPECIALIST PATH
 Typically remain in one occupational field
for most of one’s career
 Remain either economically anchored to
one occupational area or utilize
specialized education, knowledge &
credentials
 Some “Dual-Career” paths allow for
independent contributor role
43
SPECIALIST CAREER PATH
TYPICAL MOTIVES & REWARDS
TYPICAL MOTIVES
 Technical
Competence
 Expertise
 Independence
 Affiliation
 Security
 Service to Others
TYPICAL REWARDS
 Recognition
 Job Security
 Benefits
 Continuing Education
 Involvement in
Professional
Associations
44
CAREER PROFILE INVENTORY
ENTREPRENEURIAL CAREER PATH
 Frequent occupational/career /job
changes often unrelated to previous
experiences
 Traditionally viewed as “unstable” or
“unreliable”
 Fastest growing path among women and
minority groups
45
ENTREPRENEURIAL CAREER PATH
TYPICAL MOTIVES & REWARDS
TYPICAL MOTIVES
 Entrepreneurship
 Autonomy
 Variety
 Risk/Challenge
 Achievement
 Creativity
 Flexibility
TYPICAL REWARDS
 Flexible Schedules
 Job Sharing
 Bonuses
 Independent
Contracts
 Consulting
Assignments
46
CAREER PATH PREFERENCE
DISCUSSION QUESTIONS
 What individual motives & rewards are
most relevant for each path?
 What opportunities exist within your
organization for each career path?
 What differences, if any, exist between
your “Current” and “Prefer” scores on this
scale?
47
CAREER PATH PREFERENCE
COMMON BLENDS
 Entrepreneurial + Specialist = External Consultant
 Generalist + Specialist = Internal Consultant
 Entrepreneurial + Manager = Entrepreneurial Leader
 Generalist + Manager = Program Manager
48
CAREER PATH THEORY
SELECTED REFERENCES

Schein, E. (1978). Career Dynamics: Matching Individual and Organizational Needs. Menlo
Park, Ca: Addison-Wesley.

Dalton, G., Thompson, P., & Price, R. (1977). Career stages: A model of professional careers in
organizations. Organizational Dynamics, Summer, 19-42.

Dalton, G. & Thompson, P. (1986). Novations: Strategies for Career Management. Glenview,
Ill: Foresman & Co.

McClelland, D. (1976). Power is the greater motivator. Harvard Business Review, 54, 100-110.

Driver, M. (1982). Career concepts: A new approach to career research. In R. Katz (ed.),
Career Issues in Human Resources. Englewood Cliffs, NJ: Prentice Hall.

Von Glinow, M., Driver, M., Brousseau, K., & Prince, J. (1983). The design of a career oriented
human resource system. Academy of Management Journal, 8, 23-32.

Derr, C.B. (1986). Managing the new careerist. San Franciso, Jossey-Bass.
49
CAREER PROFILE INVENTORY
POLITICAL STYLE ORIENTATION SCALE
 PROMOTER
 STRATEGIST
 TEAM PLAYER
 INDEPENDENT PLAYER
50
CAREER PROFILE INVENTORY
POLITICAL STYLE ORIENTATION
Impression
Management
Conflict
Management
Political Style Orientation
51
CAREER PROFILE INVENTORY
POLITICAL STYLE ORIENTATION
Impression Management--Extent to which an
individual sells, markets & promotes one’s
self and/or his/her team
Conflict Management--Extent to which an
individual fights for his/her way and/or his/her
team
52
CAREER PROFILE INVENTORY
POLITICAL STYLE ORIENTATION
IMPRESSION MANAGEMENT
Promotes
Self to a Low
Extent
Promotes
Self to a High
Extent
INDEPENDENT
TEAM PLAYER
PROMOTER
STRATEGIST
Promotes
Others to a
Low Extent
Promotes
Others to a
High Extent
53
CAREER PROFILE INVENTORY
POLITICAL STYLE ORIENTATION
CONFLICT MANAGEMENT
Fights for Self
Interests to a
Low Extent
Fights for Self
Interests to a
High Extent
INDEPENDENT
PROMOTER
TEAM PLAYER
STRATEGIST
Fights for Others Fights for Others
Interests to a Low Interests to a High
Extent
Extent
54
CAREER PROFILE INVENTORY
POLITICAL STYLE ORIENTATION
 PROMOTER: High Self Impression
Management/Competitive Conflict Style
 STRATEGIST: High Self & High Team Impression
Management/Collaborative Conflict Style
 TEAM PLAYER: High Team Impression
Management/Compromising Conflict Style
 INDEPENDENT PLAYER: Low Self & Low Team
Impression Management/Avoiding Conflict Style
55
POLITICAL STYLE ORIENTATION
DISCUSSION QUESTIONS
 How would you describe the “political culture” of your
organization?
 How are the four political styles rewarded?
 How are the four political styles viewed by each other?
 What differences, if any, exist between your “Current” and
“Ideal” scores on this scale? What does this say about
your political style orientation?
56
POLITICAL STYLE THEORY
SELECTED REFERENCES

K. Thomas (1976). Conflict and conflict management. In M. D. Donnette (ed.)
Handbook of Industrial and Organizational Psychology. Chicago: Rand McNally,
pp. 889-935.

K. Thomas. (1977). Toward multidimensional values in teaching: Examples of
conflict behaviors. Academy of Management Journal, 2, 480-489.

Kilman, T. & Thomas, K. (1978). Four perspectives of conflict management: An
attributional framework for organization description and normative theory.
Academy of Management Journal, 4, 59-68.

Leary, M. & Kowalski, R. (1990). Impression management: A literature review
and two component model. Psychological Bulletin, 107, 34-47.
57