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Competency-based career planningDoctoral Summer School Santander, 9th December 2013
Intra-European and Inter-Continental mobility programmes for:
• Students• Doctoral candidates• Postdocs• Administrative staff
• Identification and promotion of individual and institutional expertise
• Specialised workshops and seminars
• Thematic interest groups and task forces
What we do• Setting up consortia for EU-
funded projects in joint pogrammes, research, and mobility
• Reinforcing collaboration in research and innovation
• Strengthening of social mission
of universities
• Privileged contacts to university associations and HEIs worldwide
• Collaboration with USA, Latin America, China, and Eastern Partnership
• Representing members at international fora and events I. Internationalisation
strategyII. Academic collaboration
III. Transfer of knowledge
IV. Academic mobility
Regional Collaboration &
Mobility
Transfer of Knowledge
• Berkeley Exchange Programme – USA• Alfa Puentes – Latin America• ICon – Intercontinental Academic Mobility Programme• STEP Programme – Placements for students
• Summer Schools for Doctoral Students• Specialised workshops and seminars• Thematic Task Forces and interest groups
Strategic Alliances
Strengthening Research
Capacities
• Collaboration with university associations and HEIs with Latin America (AUGM, FAUBAI, ASCUN, OUI)
• Consortia for global and intra European mobility• United Nations’ Academic Impact Project
• Networking for EU-funded projects• Assistance with internationalisation of Science and Technology• Specialised courses and workshops• Competence development activities
Selected Projects and Activities
Manage your competences
Definitions
Skills Competences
A skill is the learned capacity to carry out pre-determined results often with the minimum outlay of time, energy, or both.
Skills can often be divided into domain-general and domain-specific skills.
A cluster of related abilities, commitments, knowledge, and skills that enable a person (or an organization) to act effectively in a job or situation.
Competence can occur in any period of a person's life or at any stage of his or her career.
Skills typologiesGeneric skills
• Capacity for applying knowledge in practice• Planning and time management• Oral and written communication in your native
language• Knowledge of a second language• Elementary computing skills• Research skills• Capacity to learn• Information management skills (ability to retrieve
and analyse information from different sources)• Critical and self-critical abilities• Capacity to adapt to new situations• Capacity for generating new ideas (creativity)• Problem solving• Interpersonal skills• Appreciation of diversity and multiculturality• Ability to work autonomously• Initiative and entrepreneurial spirit• Ethical commitment• Concern for quality
Transferrable skills
• Plan and arrange events and activities • Delegate responsibility • Motivate others • Deal with obstacles and crises • Multi-tasking • Co-ordinate fundraising activities • Coaching• Research • Manage finances • Work in a foreign language • Manage ethical issues• Understanding of cultures and customs of other
countries
Knowledge
AttitudeSkill
Competence
Challenges of K-based Economy
Resources in Knowledge-based Economy Resource Hierarchy Model by Javidan 1998
Shifting towards learning organisations
From… Towards…
•Attitude „knowledge gives power”
•Many levels of management
•Irregular training activities
•Power resulting from the position held
•Imbalanced responsibility
•Culture of blaming others
•Culture of rules and principles
•Organisational silos
•Avoiding risks
•Orientation on organisation
•Lack of transparent management rules
•Rational or controlled access to information
•Task forces created by management
•Attitude „We value sharing knowledge”
•Few levels of management
•Continuous education
•Power resulting from being a part of a community of experts
•Joint responsibility
•Culture of responsibility
•Culture of values and people
•Multidisciplinary teams of experts
•Entrepreneurial spirit
•Orientation on customer
•Full transparency of management
•Full access to information
•Communities of practice
New category of workers
Knowledge Worker
•Produce and own intangible assets of organisation (tacit knowledge)•Generate added value for organisations•Many self-employed at SMEs or work as freelancers•More loyal to their professional groups than organisations•Know more about a specific area than their supervisors•Have to process, retain and develop a large amount of knowledge•Able to work independently on complex problems•Refuse following strict or rigid rules or procedures•Motivated by challenges and growth rather than power or money•Mobile•Require other team members to perform their duties (importance of networking, communication skills)•Apt at using information and communication technologies•Expect flexible organisation, task-oriented work, teamwork and democratic styles of management
Competence-based HRM
Areas Methods
•Assessment and selection
•Performance management
•Learning and development
•Succession management
•Talent management
•Competence frameworks
•Job profiling
•Specific assessment tools
Design your unique career path
PhD for Industry or Academia?
• Career prospects for doctoral candidates– Research Organisations– SMEs– Large Entreprises– Academia– Research institutes– Self-employment
Competence-based approach towards professional career planning
Professional Competences
Create your personal brand
5 STEPS TOWARDS PERSONAL BRANDING
1. ACKNOWLEDGE YOUR UNIQUENESS2. STAND OUT3. BE YOUR OWN BOSS4. FORGET ABOUT A LADDER5. BUILD YOUR BRAND
5 STEPS TOWARDS PERSONAL BRANDING
1. ACKNOWLEDGE YOUR UNIQUENESS THROUGH EXPANINDG YOU SELF AWARENESS
a. Practice feedback analysisb. Use psychometric tests (personality or competence
tests)c. Get to know your strengths (Gallup’s Test - The
strengths finder 2.0)d. Ask different questions
5 STEPS TOWARDS PERSONAL BRANDING
2. STAND OUT
a. What are your values?b. What motivates you?c. What gives you energy and joy?d. What do you stand for in your life?e. How would you like to contribute?
5 STEPS TOWARDS PERSONAL BRANDING
3. BE YOUR OWN BOSS
a. Accept yourself as you areb. Accept responsibility for your own growthc. Know what you wantd. Control your focus
5 STEPS TOWARDS PERSONAL BRANDING
4. FORGET THE LADDER
a. Grow from withinb. Follow your true interest and passionc. Strive for excellenced. Enjoy the processe. Get out from your comfort zone
40% of time
60% of time
5 STEPS TOWARDS PERSONAL BRANDING
5. CREATE YOUR OWN BRAND
a. Be genuineb. Take a stand – communicate your qualities, values, and goals by action not wordsc. Create a value of what you do to others – it’s about givinge. Build a network of partners – help others grow toof. Collect testimonials and personal portfolio
Identity does not derive from our nationality, position, or a social status. It’s a combination of our strengths, talents, passions, and the purpose that you bring in to your life.
Take a next step
Answer 3 fundamental questions
1. What do you want to experience in life?
Answer 3 fundamental questions
2. How would you like to grow? What would you like to learn?
Answer 3 fundamental questions
3. How would you like to contribute?
Eliminate Raise
Reduce Create
Value > important than effort
ValueHighLow
High
Cos
t/eff
ort
“A winner is a dreamer who never gives up”
Nelson Mandela
Thank you for your attention!
Wioletta WęgorowskaExecutive Director
SGROUP European Universities’ NetworkRue de Stassart 119
1050 Brussels, [email protected]
www.sgroup.be
