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CAREER OPTIONS . Chapter 13 Lecture 1 Education is about more than finding a job; it is about how you are going to live your life. Finding Work/Changing Jobs. Clarify your personal mission and values Emphasize your portfolio of skills

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Career options l.jpg

CAREER OPTIONS

Chapter 13 Lecture 1

Education is about more than finding a job; it is about how you are going to live your life.


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Finding Work/Changing Jobs

  • Clarify your personal mission and values

  • Emphasize your portfolio of skills

  • Sell organizations not only on what they already do but on what they need that you can do

    • Web development

    • Envisioning the future

    • Setting up employee volunteer programs

    • Managing cross-sector partnerships

  • If you can’t sell it to a company, then start your own


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Clarify Personal Mission and Values

  • What are you good at?

  • What do you love?

  • Where do you want to be 20 years from now?

  • When your work life is done, what do you want remembered?


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Resources for Career Direction

  • Most university placement centers provide career assessments

  • Career and personality tests online

    • http://discoveryourpersonality.com

    • Such as Myers-Briggs Type Indicator Career Report—finds the 50 most popular and 25 least popular careers for your type ($55)

  • Campbell Interest and Skill Survey—how you compare with happily employed people in various occupations

    • www.pearsonassessments.com/tests/ciss.htm ($17.95)

  • Books: What Color is your Parachute?—helps you create an image of your dream job ($17.95)


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The Portfolio Career

People seek to acquire a variety of skills. They work in different parts of the organization or move to different organizations to acquire desired skills

–Charles Handy

Be entrepreneurial—seek opportunities to develop your skills


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Talents In a Global Manager’s Portfolio

  • Technical skills, e.g., computer skills

  • Communication skills, written and oral

  • Interpersonal skills with a vast range of people

  • Ability to learn continuously

  • View of the big picture and the details

  • Team skills

  • Flexibility, willingness to adapt to changing needs

  • Cross disciplinary boundaries

  • Make decisions under uncertainty


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Sell Organizations on What They Need and on What They Don’t Know They Need

THE FOLLOWING GUIDELINES ARE SIMILAR TO PRINCIPLES OF STRATEGIC MANAGEMENT 1. Overarching principle: think of yourself as a business.2. Define your product or service. What is your area of expertise?3. Know your target market. To whom are you going to sell your skills/abilities?4. What is your "value proposition"—what are you offering that causes a buyer to use you?5. Drive for quality and customer satisfaction, even if the customer is someone else in your organization—like your boss.

6. Know your profession or field and what's going on there. Are you in an obsolete profession?

7. Invest in your own growth and development. What new products and services are you able to provide?8. Be willing to consider changing your business or starting a new one.


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Global Shifts Affect Work Don’t Know They Need

  • Downsizing/reengineering/outsourcing

  • Projects/portfolio workers

  • Limited loyalty

  • Virtuality

  • Flex-work

  • Hoteling

  • 24 on-call

  • Lack of privacy

  • Isolation


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They Alter Managerial Jobs Don’t Know They Need

  • Managers

    • Receive broad goals from leaders

    • Have to be self-directed

    • Depend on others who are self-directed

    • Work in multiple teams and with diverse groups of people


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Job Titles We Now See Don’t Know They Need

  • Chief…Officer

  • Mentoring Director

  • Business Etiquette Advisor

  • Fitness Manager

  • Business Concierge

  • Catering Manager (for Internet food orders)

  • Ombudsperson for Ethics or Diversity Y


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Recognize Options/Propose Opportunities Don’t Know They Need

  • Theme: businesses are looking at more qualitative concerns while other sectors are more “business-like”


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Accounting Options Don’t Know They Need

  • Booking knowledge

  • Social auditing

  • Environmental accounting,auditing

  • Waste accounting


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Finance Don’t Know They NeedOptions

  • “COUNTING” INTELLECTUAL CAPITAL

  • SOCIAL INVESTMENT COUNSELING

  • ONLINE INVESTMENTS

  • DISINTERMEDIATION OF ONLINE FINANCIAL SERVICES

  • LONG-LIFE INVESTING

  • MERGERS/ACQUISITIONS


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Economic Don’t Know They NeedOptions

  • FACTORING IN QUALITATIVE VARIABLES LIKE QUALITY OF LIFE

  • COSTING STRESS AND OTHER SUBJECTS OF LAWSUITS

  • ECONOMIC DEVELOPMENT BEYOND TRADE, e.g., microenterprise, barter and swaps


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International Business Options Don’t Know They Need

  • Managing diversity cross-culturally

  • Training for cultural empathy

  • Relational skills development

  • Multilingual networker for business alliances


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Management Don’t Know They NeedOptions

  • Managing organizational learning, e.g. Chief Knowledge Manager

  • Managing conflict, stress, change

  • Corporate public relations

  • Reputation manager

  • Managing corporate volunteerism

  • Continuous improvements

  • Quality management


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Marketing Don’t Know They NeedOptions

  • E-commerce

  • Data mining

  • Niche marketing

  • Green retailing

  • Demographic intensity


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Computer Options Don’t Know They Need

  • Computer forensics

  • IT security

  • Mobile security

  • Advance to “chief security officer” in IT


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Liberal Arts Options Don’t Know They Need

  • Envisioning

  • Writing

  • Critical thinking

  • Cross-sector partner manager

  • Staffing strategist or futurist to track events


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Interview Accuracy in Predicting Performance Don’t Know They Need

  • Standard interviews—7%

  • Resumé analysis—37%

  • Work sample or pen and paper skills tests—44%

  • Assessment centers—44%

  • Behavioral/situational interviews—54%


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Interviews Break with Tradition: The Situational Interview Don’t Know They Need

  • Usually this is a role play in which the applicant demonstrates what she/he will do when faced with a “real” organizational challenge

    • In a banking setting, the interviewer might play the role of an irate customer on the phone who is angry about money lost when trade wasn’t executed in a timely fashion; it is set up as an obvious error on the part of the banker


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Interview Questions also Cross Boundaries Don’t Know They Need

  • Microsoft questions from an interview:

    • Who do you consider the smartest person? Why?

    • What’s your weakest subject in school? Why?

    • Why did you learn many languages? (specific to this individual and reading from the resumé)

    • At work, what makes you decide it’s time to go home?


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Interview Questions also Cross Boundaries Don’t Know They Need

  • Microsoft questions from an interview:

    • Who do you consider the smartest person? Why?

    • What’s your weakest subject in school? Why?

    • Why did you learn many languages? (specific to this individual and reading from the resume)

    • At work, what makes you decide it’s time to go home?


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Learn From Informational Interviews Don’t Know They Need

  • You are seeking expert advice and information—15 minutes–1 hour

    • You’re not asking for a job, but you are trying to develop a network

  • Do your research; know about the company and don’t ask any questions you couldn’t have answered on your own

  • Be enthusiastic, interested and grateful for the time

  • Dress business-like—match your choices to the company’s (look at the annual report)

  • When time is up, you be the one to note it

  • Follow up with written thanks