Winnipeg Free Press - Section H - - CAREERS -

They need to re­flect on their ca­reer path, ac­knowl­edge the ups and downs and rec­og­nize when and why they were most happy or most frus­trated. Par­tic­i­pants also need to know what mo­ti­vates them and how th­ese mo­ti­va­tors di­rect them to cer­tain oc­cu­pa­tions. They also need to pri­or­i­tize their mo­ti­va­tors be­cause the rule of thumb is that if an in­di­vid­ual’s key mo­ti­va­tors are not sat­is­fied, they will not be happy in their job.

Ad­di­tion­ally, pro­gram par­tic­i­pants need to rec­og­nize that the only job security they will ever have is the security of cur­rent skill sets. There­fore, they need to project to what fu­ture po­ten­tial skill re­quire­ments will be and how they will stay cur­rent. They need to learn how to as­sess their skills, and to de­ter­mine if their skills are aligned to both their em­ployer’s busi­ness needs as well as their own in­ter­ests. They then need to learn how to lever­age their skills and at­tributes to meet pro­posed fu­ture needs.

In spite of the fact that some­one’s skills are cur­rent, I still of­ten find that many in­di­vid­u­als are of­ten fear­ful of tak­ing a risk to try some­thing new. As a re­sult, they will of­ten stay in the same job un­til they are forced to change. As well, em­ploy­ees of­ten are still sad­dled with the old fash­ioned myth that the only ca­reer path is up­ward. This is ab­so­lutely not true as there are many ex­cit­ing op­por­tu­ni­ties in par­al­lel ca­reer moves.

Par­tic­i­pants should be asked to iden­tify how they de­fine their dream ca­reer and then iden­tify the spe­cific char­ac­ter­is­tics of that ca­reer. Typ­i­cally, par­tic­i­pants will iden­tify el­e­ments such as mak­ing a con­tri­bu­tion, solv­ing prob­lems, feel­ing a sense of sat­is­fac­tion, and devel­op­ing skills. Once this anal­y­sis is com­plete, many peo­ple re­al­ize that ca­reer sat­is­fac­tion doesn’t nec­es­sar­ily mean mov­ing up­ward As a re­sult, in some cases, in­di­vid­u­als have cho­sen to move to lower jobs with less re­spon­si­bil­ity be­cause they know it is a bet­ter fit for their per­son­al­ity and/or de­sired life­style.

A good ca­reer de­vel­op­ment train­ing pro­gram will also as­sist in­di­vid­u­als to iden­tify their per­sonal bar­ri­ers and chal­lenges to ca­reer path plan­ning and to ex­plore dif­fer­ent means of over­com­ing th­ese ob­sta­cles. From here, the pro­gram needs to as­sist in­di­vid­u­als to build an ac­tion plan start­ing with the first 30 days, then 60 and 90 days.

At the con­clu­sion of an in­ter­nal ca­reer de­vel­op­ment pro­gram, par­tic­i­pants will be able to iden­tify the key el­e­ments that af­fect their per­sonal en­gage­ment and job sat­is­fac­tion at work. They will rec­og­nize that self-ac­count­abil­ity and per­sonal re­spon­si­bil­ity for their ca­reer is not some­thing they do when they en­counter chal­lenges but in­stead, it is some­thing they need to be cog­nizant of ev­ery day.

As a re­sult, the em­ployer will have an en­er­gized team of high pro­duc­tiv­ity mem­bers who are not afraid to seek out al­ter­na­tive op­por­tu­ni­ties within the work­place rather than look­ing ex­ter­nally. Fi­nally, if the baby boomer syn­drome does strike the em­ployer, the ca­reer de­vel­op­ment pro­gram will have pre­pared a backup group of em­ploy­ees with the skills, at­ti­tude and readi­ness to con­tinue mov­ing the com­pany for­ward.

Source: Cre­ate your Ca­reer GPS, Ca­reer Part­ners In­ter­na­tional, 2012.

Newspapers in English

Newspapers from Canada

© PressReader. All rights reserved.