Transcript
All you need to know about… CAREER ADVANCEMENT,
DEVELOPMENT AND PROGRESSIONLondon HR and Training
July 2016
Introduction
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Intro - London HR and Training
• London HR and Training is a specialist human resources and training consultancy headed by Timothy Holden
• 10 years in banking• 20 years in training and human resources• Business owner since 2007• The core services provided by London HR and
Training are:- Reducing costs and saving time through bespoke HR initiatives and projects- Training course design and delivery- Services for job seekers
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Contents5-6 Definitions7-8 Types of career9-11 Laws of successful career-building12-13 Mind-sets and mobility14-15 Psychological distance16-17 Schmoozing18-19 Public speaking20-21 Social media22-23 Components of credibility24-25 Build your strength26-27 Career conversations between managers and employees28-29 But I’m an older worker…30-31 Ways to form better relationships with colleagues32-33 Imposter syndrome34-36 Show that you are not an “I don’t care” person37-39 Questions to examine work habits40-41 Thinking about becoming self-employed?42-43 Mentoring and careers44-46 Career management47-48 Exercise49-50 To sum up…
Definitions
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Definitions• Career advancement• Career development• Career progression
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Types of career
Types of career• Traditional career• New career
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Laws of successful career-building
Laws of successful career-building 1 of 2
• The perfect job does not exist• All promotions are not equal• No career ever turns out exactly as
planned• No two careers are exactly alike• All careers have peaks and valleys• Career-building isn’t always like
climbing a ladderPage 10
Laws of successful career-building 2 of 2
• Values and passion are what keep a career on track
• A career happens on its own time• It’s not a career unless you care• Optimists have better careers• Career-building never ends• You career is not your life
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Mind-sets and mobility
Mind-sets and mobility
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Perceived probability (physical mobility)
Low willingnessHigh probability
FORCED MINDSET
High willingnessHigh probability
BOUNDARYLESSMINDSET
Willingness (psychological mobility)
Low willingnessLow probability
SEDENTARY MINDSET
High willingnessLow probability
BOUNDED MINDSET
Psychological distance
Psychological distance• Social• Temporal• Spatial• Experiential
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Schmoozing
Schmoozing• Get out• Ask questions• Unveil your passions• Follow up• Email effectively• Make it easy to get in touch• Do favoursPage 17
Public speaking
Public speaking• Deliver quality content• Omit the sales pitch• Customize• Focus on entertaining• Tell stories• Circulate in the audience
beforehand• Control what you can• Practice and speak all the timePage 19
Social media
Social media • Offer value• Be interesting• Take chances• Keep it brief• Be a mensch• Add drama• Tempt with headlines• Use hashtags• Stay activePage 21
Components of credibility
Components of credibility• Values• Behaviours• Reputation
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Build your strength
Build your strength• Executional• Emotional• Relational• Mental
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Career conversations between managers and
employees
Career conversations between managers and
employees• Reasons why such conversations are important
• Barriers facing managers• Barriers facing employees• Adopting a more robust approach• The structure of career
conversations• Avoid one size fits all• How to make career management
stickPage 27
But I’m an older worker…
But I’m an older worker…ENHANCING YOUR CAREER…• Keep up to date with technology• Put your hand up to go on a
course• Consider buying a franchise• Look into packaging your skills
and talents then marketing them to small businesses
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Ways to forge better relationships with
colleagues
Ways to form better relationships with
colleagues• Always confront a co-worker in private
• Go out of your way to help people when they are in trouble
• Always break bad news face-to-face
• Do not be threatened by experts-select and use them wisely
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Imposter syndrome
Imposter syndrome• Definition• Symptoms of Imposter syndrome• The ripple effectWays to break free of Imposter syndrome• Focus on the facts• Challenge your limiting beliefs• Get clear on your strengths• Talk about itPage 43
Show that you are not an “I don’t care”
person
Show that you are not an “I don’t care” person
1 of 2• You aren’t proactive with updates• You’re not responsive to calls or
emails• You put the burden of the last minute
on others• You do the bare minimum and leave
loose ends• You make holidays to be (somewhat)
dreadedPage 35
Show that you are not an “I don’t care” person
2 of 2• You’re stingy with thanks and compliments
• You multitask during important conversations
• You get involved with inappropriate water cooler conversations
• You keep it all business, all the time• Your tone is overly harsh
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Questions to ask to examine individual
work habits
Questions to ask to examine work habits 1 of
2 • Do you phone in sick less than three times a year?
• Do you work reasonable hours and have outside interests?
• Do you dress for success, even in uniform?
• Do you avert crises, rather than create them?
• Does your organisation have high employee retention?
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Questions to ask to examine work habits 2 of
2 • Do your colleagues willingly handle problems in your absence?
• Do you know your priorities and manage by them each day?
• Do you support your team up, down and across?
• Do you analyse problems deeply and propose solutions?
• Do you feel loyal to your company?Page 39
Thinking about becoming self-
employed?
Thinking about becoming self-employed?
• Start with a vision, plan and strategy• Make it easy to work with you• Charge what you’re worth• Get paid up front, if possible• Understand the difference between
revenue and profit• Create processes that work for you• Know where and when you need help• Earn money whilst you sleep• Find a trusted confidante or business
advisorPage 41
Mentoring and careers
Mentoring and careers• Definition of mentoring• What should a good mentor be
able to do• Formal and informal mentoring
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Career management
Career management 1 of 2• Definition of career management• Why is it important to employers
and employees?• Barriers felt by employers
regarding career management• A strategy for career
management
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Career management 2 of 2A foundation for career management• Career framework• Scaled competencies and
technical skills• Enabling experiences and
opportunities
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Exercise
Exercise
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To sum up…
To sum up…• Conclusion• Summary• Videos• Useful links
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