Support Service Conference 26 June 2007

1. Support Service Conference26 June 2007 Investigating careers at the University Kate Tapper & Career Framework Team Support Services Conference 2007

2. Whose life is it anyway? An exploration of Careers at the University Support staff conference - 26 June 2007 Clare Brophy, Staff Career Coach

3. The individual has sole responsibility for their career • Definition of ‘career’ • Contemporary perspective – careers today • Why it is your responsibility

4. Definition of career • To run away in an uncontrolled direction! • What you do for a living – your work • Choice -employability -resilience • Control • Continuous development • Contemporary

5. Thought “Effective career planning is about finding a job that works for you, matching who you are to the life you are going to lead.” John Lees

6. Baby bird • Vulnerable • Needy/demanding • Expecting all to be provided for you • Weak • Floundering • Falling out of nest

7. Manager’s view!

8. Big bird • Highly visible • Inquisitive • Learning • Developing others • Enthusiastic • Energetic • Still going strong! Try not to be as irritating

9. ‘Career’ - a complex idea for individuals sequence of work experiences projects outside as well as inside the organisation not just upwards employability life-work come from and going to others around us direction & progression our own story making a difference feelings growing the future learning using our skills

10. Only you have the knowledge to manage your career!

11. FACULTY OF ARTS Paula Coonerty Arts Faculty Manager

12. Managers should take responsibility for the careers of staff

13. What is a career?What is career development?

14. Why not individuals?Why not organisations?

15. Managers are the key!

16. Why are managers sometimes not comfortable supportingcareer development?

17. Why should career development of their staff matter to managers?

18. What can the manager do?

19. Tim Phillips Are careers an organisational responsibility? Support Services Conference June 2007

20. What is a career? • “the sequence of employment-related positions, roles, activities and experiences encountered by a person” John Arnold, Managing Careers into the 21st Century • “progress or advancement in one’s profession” • Planning • Development

21. Why should the organisation manage careers? • People are our most valuable resource • The organisation has a responsibility to develop people • Career development attracts and motivates good quality employees • To improve employee motivation • To improve employee retention • Good for our reputation

22. Why should the organisation manage careers? To fulfil organisational potential… • “Careers are how skills and knowledge are acquired and spread, as employees move from one job to another” • “Career movement is how organisational culture and values are transmitted. Corporate culture and networks are often key to rapid and effective action” Hirsh & Jackson, Managing careers in large organisations Career development is of direct benefit to organisations

23. Research & Enterprise Education Learning Teaching Access: anywhere, anytime The Business People Communication & Collaboration Information resources Service Governance Environment An Example: IT Strategy

24. Organisational Leadership Management especially Change Organisational Culture & Professionalism Individual Development

25. Who has the greatest responsibility for career progression? • green = yes • red = no • only vote ‘yes’ once!

26. I can see long-term career opportunities at the University... • manual? • technical? • craft? • senior domestic? • secretarial? • admin?

27. I can see long-term career opportunities at the University...

28. I can see long-term career opportunities at the University... • research staff? • lecturers? • senior lecturers? • professors?

29. I can see long-term career opportunities at the University?

30. My line manager shows an interest in my long-term career development... • manual? • technical? • craft? • senior domestic? • secretarial? • admin?

31. My line manager takes an interest in my long-term career development...

32. Do managers influence whether we see career opportunities?

33. I have access to training & development relevant to my job... • manual? • technical? • craft? • senior domestic? • secretarial? • admin?

34. I have access to training & development relevant to my job...

35. Implications for career framework • line managers role (training from ’08) • who is responsible for development opportunities? • information about potential career choices • ways of recognising positive performance

36. Opportunities arising from Reward • single pay structure breaks down barriers • information about all jobs in the organisation • recognition of importance of progression opportunities

37. What is the Career Framework Team doing now? • consultation & communication • website live 26 September • research • planning

38. Who are the Career Framework Team? • Derek Telling – Project Director • Alison Bilgin – Project Manager • Kate Tapper – Staff Development Manager • Jenny Parkin – Career Framework Adviser • Alison Smith – Project Support

39. Support Service Conference26 June 2007 Investigating careers at the University Kate Tapper & Career Framework Team Support Services Conference 2007