Career Development A presentation by the Compensation Reform Career Development Team 2001 Human Resource Leadership Con

1. - 1 Jerry to introduceJerry to introduce

2. - 2 Career Development Team Tom Ariail Southside Regional Training Center Phone 804 524-7277 tariail@svtc.state.va.us   Emily Bardeen UVA Phone 434 924-4343 ebardeen@virginia.edu Debbie Barnett DHP Phone 804 662-9905 dbarnett@dhp.state.va.us   Sandra Fox Social Services Phone 804 786-3119 smf900@dss.state.va.us   Brooke Mullery VDOT Phone (804) 371-6806Mullery_bk@vdot>state.va.us Owen Peters VDOT Phone 540 582-7302 peters_os@vdot.state.va.us Ken Robertson VEC Phone 804 786-1122 krobertson@vec.state.va.us Jerry Schaeffer VDOT Phone 804 786-9683 schaeff1er_jf@vdot.state.va.us   Bob Vilcheck DHRM Phone 804 225-2724 rvilcheck@dhrm.state.va.us   Rue White DHRM Phone 804 225-3465 rcwhite@dhrm.state.va.us

3. - 3 Career Development Mission: As part of Phase III of Compensation Reform, to communicate Career Development information that: supports the Commonwealth of Virginia workforce’s career goals promotes the Commonwealth as an employer of choice Deliverables: Career Guides for each Commonwealth Career Group (on-line and paper) Chapter 14, Career Development (in HR Management Manual)

4. - 4 Career Development AUDIENCE PARTICIPATION! What was your first job (that you supported yourself) ? How did you get that job? How did you get the next job?

5. - 5 How do employees go about Career Planning? Most people pick their careers based on family/friends and TV (media). Many people use the “pinball” approach to career development. The most common career planning error is to take action with insufficient data: Data on self. Data on options. Data on criteria for decision making. Historically, people based their career decisions – when they made them intentionally – more on what their families and friends did (and TV) rather than an analytical approach. The result is often what I call the “pinball approach” – doing – that looks like a good job – doing – that looks interesting. They are not always bad decisions, but can result in “taking the long way” Therefore, we see people making career decisions based on too little information Self- what am I good at? Enjoy doing? What is my experience? What’s my plan for my life? Options – what kinds of jobs and careers are out there? Criteria – what do I value? Prefer? How will I compare one career or job offer over another?Historically, people based their career decisions – when they made them intentionally – more on what their families and friends did (and TV) rather than an analytical approach. The result is often what I call the “pinball approach” – doing – that looks like a good job – doing – that looks interesting. They are not always bad decisions, but can result in “taking the long way” Therefore, we see people making career decisions based on too little information Self- what am I good at? Enjoy doing? What is my experience? What’s my plan for my life? Options – what kinds of jobs and careers are out there? Criteria – what do I value? Prefer? How will I compare one career or job offer over another?

6. - 6 A proactive approach “Here’s what I want to be, how do I get there” This approach to career development is considered the most effective strategy for career planning. The Career Development Guide team has selected an information-based, proactive approach to career development. It is focused on self-responsibility and intentional actions. Collecting this data shifts the career responsibility to the employee – what’s right for me. This proactive approach asks the questions “here’s what I want to be, how do I get there” instead of “here’s what I have, what can I be?” In today’s rapidly changing world, this proactive approach results in better – more agile, more targeted, more successful – career planning. This is the approach we’ve taken in developing our guides. In this approach the responsibility for career planning becomes not just the organization’s but also the individual – who am I and what do I choose to do? But also the supervisor – how can I help my employee achieve his/her goals in my area AND the organization – which provides information and options to employees and supervisors on career development issues.Collecting this data shifts the career responsibility to the employee – what’s right for me. This proactive approach asks the questions “here’s what I want to be, how do I get there” instead of “here’s what I have, what can I be?” In today’s rapidly changing world, this proactive approach results in better – more agile, more targeted, more successful – career planning.

7. - 7 Career Development Career Development Defined An ongoing process where employees: EXPLORE their interests and abilities THINK strategically about their career plan ACT to achieve their career goals Its purpose is to: ENHANCE current performance ENABLE individuals to take advantage of future opportunities FULFILL their employer’s goals for a dynamic and effective workforce

8. - 8 Context for Employees Employees can no longer count on their employers to manage their careers. Individuals must be in charge of their own careers. The Federal Government estimates that during an average work lifetime, an individual will have 4-6 careers with 1-3 jobs in each career. New employment contract has shifted the balance from employers guaranteeing career progression to EMPLOYEEs as the drivers in career direction – internal to their organization, as well as by changing jobs. Indeed, research now suggests a great deal of movement both within a career field (1-3 jobs) as well as across careers (4-6 – some studies suggest up to 12!) New employment contract has shifted the balance from employers guaranteeing career progression to EMPLOYEEs as the drivers in career direction – internal to their organization, as well as by changing jobs. Indeed, research now suggests a great deal of movement both within a career field (1-3 jobs) as well as across careers (4-6 – some studies suggest up to 12!)

9. - 9 Career Development Process Stages There are some standard stages to the career planning process – sometimes the labels change but the meanings are usually clear. You can see the data items from before cropping up again “who am I” “What’s out there” “What do I want to accomplish”. And YET – most people go directly to stage four – ACTION, or as my old friend Steve called it the “Ready, Fire, Aim”approach. We’ll be giving you this slide in hard copy at the end of the presentation (and you’ll get the whole presentation electronically). Right now I want to briefly go over the components and how they fit together.There are some standard stages to the career planning process – sometimes the labels change but the meanings are usually clear. You can see the data items from before cropping up again “who am I” “What’s out there” “What do I want to accomplish”. And YET – most people go directly to stage four – ACTION, or as my old friend Steve called it the “Ready, Fire, Aim”approach. We’ll be giving you this slide in hard copy at the end of the presentation (and you’ll get the whole presentation electronically). Right now I want to briefly go over the components and how they fit together.

10. - 10 Career progression There are several pathways for career progression that I want to illustrate for you so you can be thinking about them when I talk about the career planning process. The first way is a VERTICAL path.– one progresses through one’s field and acquires progressively more experience while remaining in the same department. In this case the person might have started as an HR analyst, then took on more experience. This is what a lot of people call ‘the regular way”. Our guides will address this path. But there are also LATERAL pathways that can be considered typical too. One is to stay in your current field – in this case HR Director – but change the job itself – in this case going from Dept. of BCD to the Dept. of XYZ. Another LATERAL path could be staying in the same organization – in this case BCD, changing the field of work – from HR to Budget Analyst. In this case the person is using functional skills that are transferable from HR to accounting. I have a friend who went from being a loan officer in the banking industry, to being a CPA in the banking industry. She transferred many skills to the new field – although she did need to learn new skills as well. We’ll cover this path in the guides too. What we won’t cover is the total leap to both a new field and a new job. I like to use the example “backup singer in a rock and roll band”. This kind of career path requires a substantial amount of time, effort and education – and is outside the bounds of what we approach in the guides, although certainly not outside the bounds of what a career counseling arrangement could address. There are several pathways for career progression that I want to illustrate for you so you can be thinking about them when I talk about the career planning process. The first way is a VERTICAL path.– one progresses through one’s field and acquires progressively more experience while remaining in the same department. In this case the person might have started as an HR analyst, then took on more experience. This is what a lot of people call ‘the regular way”. Our guides will address this path. But there are also LATERAL pathways that can be considered typical too. One is to stay in your current field – in this case HR Director – but change the job itself – in this case going from Dept. of BCD to the Dept. of XYZ. Another LATERAL path could be staying in the same organization – in this case BCD, changing the field of work – from HR to Budget Analyst. In this case the person is using functional skills that are transferable from HR to accounting. I have a friend who went from being a loan officer in the banking industry, to being a CPA in the banking industry. She transferred many skills to the new field – although she did need to learn new skills as well. We’ll cover this path in the guides too. What we won’t cover is the total leap to both a new field and a new job. I like to use the example “backup singer in a rock and roll band”. This kind of career path requires a substantial amount of time, effort and education – and is outside the bounds of what we approach in the guides, although certainly not outside the bounds of what a career counseling arrangement could address.

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12. - 12 What are competencies? The Commonwealth of Virginia competencies are behaviors, knowledge, skills, and abilities that directly and positively impact the success of employees in the state workforce. Stated simply… Competencies are what the best employees do the most often with the best results.

13. - 13 Format of Competencies Competency name. Definition of the competency. Generic competency indicators Examples of actions that an employee needs to perform to indicate successful demonstration of the competency. Indicators are organized by applicability to Team Members and Team Leaders.

14. - 14 Commonwealth of Virginia Competencies     • Technical and Functional Expertise • Understand the Business • Achieve Results • Serve the Customer • Teamwork • Interpersonal and Communications Skills • Leadership and Personal Effectiveness To help create a clear picture of successTo help create a clear picture of success

15. - 15 Examples of competency weightings A B C D

16. - 16 Steps to identifying technical competencies Technical and functional expertise related to success will be identified through: SME’s used as research source. Validation with employees and supervisors to confirm relevance and clarity of language.

17. - 17  How Can I Help? Volunteer to ID SME's for focus groups for career groups within Occupational Families and partner with SME’s to:     A. ID technical and functional expertise for success      B.  ID educational, certification, licensure requirements      C. Rank order Commonwealth Competencies for success  for each career group      D. Assist in identifying viable career paths 

18. - 18 A final thought... HR adds value when it helps individuals and organizations do better than their present level of performance. - Competence at Work, by Lyle M. Spencer, Jr. PhD and Signe M. Spencer