Final Career Management

7/31/2019 Final Career Management

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Careers

and

Career Management


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Questions for Discussion:

1. When you think about the term career, what

comes to your mind?

2. Does it make sense to speak of careers and

career management in todays business

environment?

3. What are the typical issues employees face as

they progress through their careers?


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What is a Career?

The property of an organization or occupation

Progression and increasing success

Status of a profession

Involvement in ones work

Stability of ones work platform


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What is Career Management?

Career Management is the combination of structured planning and

the active management choice ofones own professional career. It

is also the lifelong process of investing resources to achieve career

goals.

Career management is about taking control of your career to

proactively ensure that your career is meeting both your

professional and personal objectives.

Career management isn't a single intervention but an ongoing

strategy. However, there are times in your career when it will require

more input, especially if you are looking for a job move or

promotion.


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The career management process begins with setting

goals/objectives and a relatively specific goal/objective must be

formulated. This task may be quite difficult when the individuals lacksknowledge of career opportunities and/or is not fully aware of their

talents and abilities. However, the entire career management process is

based on the establishment of defined goals whether specific or general

in nature.


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The time horizon for the achievement of the selected goals

or objectives- short term, medium term or long term will have

a major influence on their formulation.

1. Short term goals (one or two years)

- are usually specific and limited in scope. Short

term goals are easier to formulate. Make sure they are achievable

and relate to your longer term career goals.

2. Intermediate goals (3 to 20 years)

- tend to be less specific and more open endedthan short term goals. Both intermediate and long term goals are

more difficult to formulate than short term goals because there

are so many unknowns about the future.


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3. Long term goals (Over 20 years),of course, are the most fluid of all. Lack of life

experience and knowledge about potential opportunities andpitfalls make the formulation of long term goals/objectives

very difficult. Long range goals/objectives, however, may be

easily modified as additional information is received without a

great loss of career efforts because of experience/knowledgetransfer from one career to another.

4.Making career choices and decisions the traditional focus of careers interventions. The

changed nature of work means that individuals may nowhave to revisit this process more frequently now and in the

future, more than in the past.


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6. Managing 'boundary less' careers refers to skills needed by workers whose

employment is beyond the boundaries of a singleorganisation, a work style common among, for example,

artists and designers.

7. Taking control of one's personal development as employers take less responsibility, employeesneed to take control of their own development in order to

maintain and enhance their employability.

5. Managing the organizational career concerns the career management tasks of

individuals within the workplace, such as decision-making,life-stage transitions, dealing with stress etc.


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The second componentislearning.

This is one of the main tools for

advancing in your career. Your task is to

use it effectively in line with the goals you

have set for yourself.


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Thethird component of career management

isnetworking.

This component is essential for advancement. It is

equally important for finding a new and better job, in

case you become unemployed or decide to have a

career change. You have to develop and keep

mutually beneficial relationships with your co-

workers and managers. This will certainly help you

advance in any organization and industry. You

should also keep contact with other people in yourindustry. This is easily done through joining a

professional organization.


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Achieving higher salary

Enhancing job satisfaction and interestImproving your marketability

Minimising risk where there is career uncertainty

Positioning yourself for future job opportunities

Creating balance between your personal andprofessional needs


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Identifying and assessing your key skills and experiences and any

gaps

Working out what it is you really want to do for the future

Devising a practical career action plan to determine what to do and

when maximizing opportunities within your current organization

Marketing your skills persuasively to potential external employers

Enhancing your salary negotiation skills to ensure that you are being

paid appropriately and well

Reviewing your strategic action plan to ensure your career remains

on- track and is able to accommodate unforeseen changes


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Career forms

It is still tempting to view careers in the narrow sense of predictable

moves to jobs of increasing status, within a single occupation or

organization. This is called the bureaucratic career. There are two more

career forms identified, professional and entrepreneurial.

Professional- is where growth occurs through development of competence to take on

complex tasks rather than through promotion to another job.

Entrepreneurial

- rests on the capacity to spot opportunities to create valued outputs andbuild up one`s own organization or operation


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The boundary less career

A range of career forms that defy traditional employment

assumptions (Arthur and Rousseau)

Careers are boundary less in the sense that, either by choice

or necessity, people move across boundaries between

organisations, department, hierarchical levels functions and

sets of skills

Hirch and Shanley argue that although the boundary lesscareer might look liberating, for many people it is deeply

threatening and confusing


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Career anchors

It is an area of the self-concept that is so central that he orshe would not give it up even if forced to make a difficult

choice. People anchors develop and become clear during

their earlier career, as a result of experience and learning

from it. It consists of a mixture of abilities, motives, needsand values (Schein)

Examples: Managerial competence

Technical/functional competence Security

Autonomy and independence

Entrepreneurial creativity

Pure challenge

Service/dedication Lifestyle integration


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Career success

It can be based on observable things such

as status and salary, or on more subjective things

such as a sense of accomplishment and having abalanced life.

Personal characteristics, behavioural strategies

and human resource strategies have all beenshown to influence career success


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Career choice

Six personality types, realistic, investigative, artistic, social, enterprising,

conventional (Holland)

People find environments satisfying when environmental patterns

resemble their own personality patterns

Incongruent interactions stimulate change in behaviour

An environment expels incongruent people, seeks new congruent ones,

or change its demands on inhabitants

Self-directed search ask the respondent about his or her preferredactivities, reactions to occupational titles, abilities, competencies and even

daydreams. It makes it easy for a person to see him or herself what occupations

seem to be most suitable.


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Making career decisions

Self-awareness

Knowledge of occupations

Putting self-knowledge and occupational

knowledge together

Career exploration and job search

The quality of a person`s career exploration, his or

her style of decision-making, and belief in his or

her own abilities, all affect how successful his or

her career decision-making is


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1. Speak up! Make sure the Boss hears your ideas at meetings,in emails, in memos establish yourself as a constant

source of bright thinking and good ideas within your team.2. Work Hard! Be seen as the person on the team that alwaysdoes their homework. Never come to a meeting unprepared.

Think through what the agenda is, and add your insights and

ideas, in front of everyone so you will be recognized.

3. Push Yourself to the front! That doesnt mean you have tobe in-their-face, but it does mean that you should seek outopportunities where you can show your abilities to best

advantage.


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Development through the lifespan

Donald Super identified four career stages in his early work: (he later loosened

the connection between ages and stages, and broadened the focus from career

to other domains of life)

Exploration of both self and world of work in order to clarify the self-concept andidentify occupations which fit in, typical ages 15-24

Establishment; perhaps after one or two false starts, the person find a career

field, and makes efforts to prove his or her worth in it, typical age 25-44

Maintenance; the concern now is to hold onto the niche one has carved for

oneself, typical age 45-64

Disengagement; characterised by decreasing involvement in work and tendency

to become an observer rather than a participant, typical age 65+


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It is your responsibility to manage yourcareer as effectively as possible. You have to be

able to continually assess your career to

determine if the path you are on will enable you

to accomplish your long-term ambitions. Here isa list of questions that, as a professional, you

should ask yourself and answer honestly to

insure that your career is progressing on the

path that you desire.


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Question 2: What are my strengths andweaknesses?

We all like to believe that we are strong in allaspects of our career and that we do not

have any weaknesses. Unfortunately, that'snot realistic. We should be honest withourselves about these items so we can makedecisions to either focus on reinforcing our

strengths or developing our weaknesses.Keep in mind long-term career goals whenmaking these decisions.


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Question 1: What are my long term plans?

You should have some goals in mind when

you assess your current position. Career

planning is important. If you have a long-

term career goal in mind, your currentposition should be helping you develop

skills that will make you qualified for the

position you would ultimately like to have.


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You can define your strengths and weaknesses in

either technical terms or business terms. They can

range from technical knowledge on a specificinformation security topic to the ability to

communicate information security requirements to

non-technical business leaders.

As your career develops and job responsibilities

increase, obviously it becomes more important to

broaden your information security knowledge.Broadening your skills in many areas is more

effective then making them deep in one particular

area.


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Question 3: What skills do I need to develop?

It is important to keep in mind what is happeningaround you in the information security industry. Itis your responsibility to understand the trends

within in the industry and the skills that are goingto be in higher demand. It is important to figure outa way to get involved in these types of initiativesso that you make yourself more desirable to yourcurrent employer or prospective ones. You should

also consider which of skills will enable to you tobest position yourself for your long-term careergoal.


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Question 4: Have I acquired a new skillduring the past year?

When companies are looking to promote individuals or hire from

within their organization or to acquire key talent from outside,

they search for people who have skills that can address their

most pressing issues. It is important to venture outside your

comfort zone and accept new challenges. This type of exposure

will often lead to increased opportunity.

One of the best things about our industry is that it is in a constant

state of evolution. The skills that were in demand five years ago

are more commoditized in today's employment market. It is very

possible to accelerate your career by leveraging expertknowledge in one particular area. Some of the skills that are in

the highest demand today include application security, identity

and access management and regulatory compliance.


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Question 5: What are my most significant

career accomplishments and will I soonachieve another one?

Your career accomplishments should be easily defined,

articulated and measured. As you progress in yourcareer, your accomplishments should become less

personal and wider ranging. For instance, early on you

learned how to administer a firewall. You then

demonstrated an ability to design enterprise-widenetwork security architecture.


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When you are evaluating your job and yourresponsibilities, you should consider if you

are in position to add to your list of

accomplishments. Your current positionshould enable you to reinforce older skills as

you develop new ones.


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Question 6: Have I been promoted overthe past three years?

Companies are always looking to find rising stars,

whether they are internal or external. A history of

success is a key indicator when companies areevaluating talent. If you have been recognized for your

contributions, it will always bode well when you are

considered for the next opportunity. If you have not been

promoted, you should figure out the reasons why and if

you will have the chance for more responsibility in thefuture.


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Question 7: What investments have I madein my own career?

You owe it to yourself to invest in your own career.

Many people only receive education, training or

acquire certifications when their company is

footing the bill. You should not rely on your current

employer to manage your career for you. If there

are certain areas that you want to pursue for your

own betterment, then take the initiative to do this

on your own; do not wait for your employer's

invitation.


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Question 8: Am I being impatient?

The one constant in everyone's career istime. The more time that you are able tofocus on your position, the more proficient

you will be at mastering the skills andorganizational challenges that you mayface. The more time that you can invest ina particular opportunity, the more goodthings should materialize from thatparticular situation.


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Many people are afraid that they

may be missing out on a new

opportunity. Some choose to

manage their careers on the

principle that the grass is greener

elsewhere. This may provide

immediate gratification, but itcould result in long-term problems.

It is important to get the most that

you can out of a position before

you consider looking for anotherone. Sometimes the best career

move is staying put.

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Final Career Management