Career Path and Industry Orientation Handout

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Career paths

Four Categories of Educated Youth!

35% 90% Graduates

75% Engineers

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You are here

Higher Studies

Job

Employment

Private Service

Public Service

Practicing Professional

Accounting, Secretarial

Legal, consulting

Business

Family Business

Choice of field

How long?

Self Employment

Innovation, Geo

How long?

Home Maker

Choice of Spouse

Managing Home

Parenting

WHICH IS MY CAREER?

Job Options

Programmers

System Analysts

Technical Writers

Professionals

Researchers

Lawyers

Teachers

Scientists

Doctors

Business Analysts

JOB EMPLOYMENT PRACTICING PROFESSIONALS

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4

Who has the Opportunity?

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Quantity of the Workforce?

• Expanding Labor force – Average birthrate in India is

9% more than Western countries

– 95.27% of Indians are under the age of 64.

• Number of students progressing to secondary school education increased from 83% to 88.9% in the last 2 decades

• India has the one of the highest English speaking population in the world

Quality of the Workforce?

90% Graduates

75% Engineers

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Then, Why 90% is “Un-employable” ?

…and Where is the threat?

Out of Our

Control

Within Our

Control

The threat is like…

Visible Competencies easy to observe and measure

Less Visible Competencies less easy to observe and measure

Remember the Titanic disaster ?

Competency Model

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Industry Orientation Learn how to adopt the industry

LEARN HOW TO ADOPT THE INDUSTRY

Competency FOR THE FUTURE

By three methods we learn.

First, by reflection, which is the noblest;

Second, by imitation, which is the easiest; and

Third, by experience, which is the bitterest

- Confucius (BC 551-479)

HOW WE LEARN?

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Pain

“Un-employable”

90% Graduates

75% Engineers

Job / Technical

Experience

Leadership / Value

Even if they are employed or promoted, 40% of

executives fail within the first 18 months!

Ultimately ….a “comedy piece” !



When you are weak in “less-visible competencies”…

..you tend to become

Pain

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Problem

2. Junior Manager

3. Manager

4. Senior Manager

1. Entry Level

5. Executive

2. Junior Manager

3. Manager

4. Senior Manager

5. Executive

1. Entry Level

Executive Development Time Frame Compressed!



To understand this problem…We need to understand ages of civilization..!

Hunters and Gatherers • 18,00,000 years ago • Non-storable food income; Band Societies of 10 - 30 individuals

Agricultural Farmers • 10,000 years ago • Surplus Food Production; Division of Labor; Made civilization possible

Industrial Labor • 200 years ago • Currency Economy; Avg income 10 fold and Population 6 fold increase

Knowledge Worker • 50 years ago; rapid growth in last 30 years • Human Capital Valued; Manifold earnings ; iGeneration emerges

50x Productive

50x Productive

10000x Productive

“The top software developers are 10,000 times more productive than average software developer.” Nathan Myhrvold,

former CTO of Microsoft

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What is Wealth now?

Dr Charles M Savage describes a knowledge-focus as the third wave of human socio-economic development in his book Fifth Generation Management. [1].

In the Knowledge Age, 2% of the working population will work on the land, 10% will work in Industry

and the rest will be knowledge workers.

First Wave: Agricultural Age • Wealth: • Ownership of

Land

Second Wave: Industrial Age • Wealth: • Ownership of

Capital

Third Wave: Knowledge Age • Wealth: • Ownership of

Knowledge Wealthy?

Now What?



Who are those 88% of Knowledge Workers?

Knowledge Workers Knowledge Workers

Planning Planning

Acquiring Acquiring

Searching Searching

Analyzing Analyzing

Organizing Organizing

Storing Storing

Programming Programming

Distributing Distributing

Marketing Marketing

Consulting Consulting

Job Titles Job Titles

Programmers Programmers

System Analysts System

Analysts

Technical Writers

Technical Writers

Professionals Professionals

Researchers Researchers

Lawyers Lawyers

Teachers Teachers

Scientists Scientists

Doctors Doctors

Business Analysts Business Analysts

Knowledge Workers are not just IT Professionals!

Now What?

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Language Skills Language Skills

Spoken English Spoken English

Written English Written English

Foreign Language Foreign Language

Accent Understanding Accent Understanding

Analytical Skills Analytical Skills

Logical Reasoning Logical Reasoning

Problem Solving Problem Solving

Numerical Ability Numerical Ability

Comprehension Comprehension

Creativity Creativity

Computer Skills Computer Skills

Keyboard Keyboard

Browsing Browsing

Technical Technical

Programming Programming

Industry Competency Expectations Skill Areas

Now What?

Source: Industry Interactions, KPMG 2003-04



Customer Service Orientation Customer Service Orientation

Listening and Empathy Listening and Empathy

Initiative and Enthusiasm Initiative and Enthusiasm

Team Working Team Working

Multitasking and Time Management Multitasking and Time Management

Behavioral Traits Behavioral Traits

Assertiveness and Confidence Assertiveness and Confidence

Integrity, Values and Discipline Integrity, Values and Discipline

Motivation and Drive Motivation and Drive

Sociability, Dependability and Reliability Sociability, Dependability and Reliability

Industry Competency Expectations Value – Self-image – Traits - Motives

Now What?

Source: Industry Interactions, KPMG 2003-04

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The thing mind-set

The main assets in Industrial Age were machines and capital – things. People were necessary but replaceable. Supply exceeded demand. .

When all you want is a person’s body and not their mind, spirit or heart, you have reduced a person to a thing.

Problem



Many “Modern Management Practices” came from Industrial Age!

It gave us the accounting system, which makes people as an expense and machines as assets. It gave us the belief that you have to control and manage people.

the technique that motivates with a carrot in front (reward) and drives with a stick from behind (fear and punishment).

It gave us the carrot and stick motivational philosophy.

Problem

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Downward Spiral

When you manage people like things, people think that only those in positions (at home, at college or at work) should decide what must be done.

They have unconsciously agreed to being controlled like a thing.

The more a leader controls, the more people evokes behaviors that necessitate greater control.

Consequently, they blame the formal leader when things go wrong.

Problem



Downward Spiral

Over time, both leaders and followers confirm their roles in an unconscious agreement. They begin to believe that others must change before they change.

The same cycle reappears in families between parents and children. Problem

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Industrial and knowledge works are different!

Frederick Taylor on Manual Work

Peter Drucker on Knowledge Work

Define the task Understand the task

Command and control Give Autonomy

Strict standards Continuous innovation

Focus on quantity Focus on quality

Measure performance to strict standard Continuously learn and teach

Minimize cost of workers for a task Treat workers as an asset not a cost

Source: Reinvent Your Enterprise, by Jack Bergstrand

Problem



Manual Work Productivity Knowledge Work Productivity

Work is visible Work is invisible

Work is specialized Work is holistic

Work is stable Work is changing

Emphasizes running things Emphasizes changing things

More structure with fewer decisions Less structure with more decisions

Focus on the right answers Focus on the right questions

Source: Reinvent Your Enterprise, by Jack Bergstrand

Definition of productivities are also different!

Problem

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How Competency is assessed?



Baby Steps..

List all the Strengths, Weaknesses, Opportunities and Weaknesses about yourself.

Career Path and Industry Orientation Handout

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