Support Service Conference 26 June 2007 Investigating careers at the University Kate Tapper & Career Framework Team Support Services Conference 2007.

Support Service Conference26 June 2007

Investigating careers at the University

Kate Tapper & Career Framework Team

Support Services Conference 2007

Whose life is it anyway?An exploration of Careers at the UniversitySupport staff conference - 26 June 2007

Clare Brophy, Staff Career Coach

The individual has sole responsibility for their career

• Definition of ‘career’• Contemporary perspective – careers today• Why it is your responsibility

Definition of career

• To run away in an uncontrolled direction!

• What you do for a living – your work

• Choice -employability -resilience

• Control• Continuous development• Contemporary

Thought

“Effective career planning is about finding a job that works for you, matching who you are to the life you are going to lead.”

John Lees

Baby bird

• Vulnerable• Needy/demanding• Expecting all to be

provided for you• Weak• Floundering• Falling out of nest

Manager’s view!

Big bird

• Highly visible• Inquisitive• Learning• Developing others• Enthusiastic• Energetic• Still going strong!

Try not to be as irritating

‘Career’ - a complex idea for individuals

sequence of work experiences

projects

outside as well as inside the organisation

not just upwards

employability

life-work

come from and going to others around us

direction & progressionour own story making a difference

feelingsgrowing the future

learning using our skills

Only you have the knowledge to manage your career!

FACULTY OF ARTS

Paula Coonerty

Arts Faculty Manager

Managers should take responsibility

for the careers of staff

What is a career?

What is career development?

Why not individuals?

Why not organisations?

Managers are the key!

Why are managers sometimes not

comfortable supporting

career development?

Why should career

development of their staff matter to

managers?

What can the manager do?

Tim Phillips

Are careers an organisational responsibility?Support Services Conference June 2007

What is a career?

• “the sequence of employment-related positions, roles, activities and experiences encountered by a person”

John Arnold, Managing Careers into the 21st Century

• “progress or advancement in one’s profession”• Planning• Development

Why should the organisation manage careers?

• People are our most valuable resource• The organisation has a responsibility to

develop people• Career development attracts and motivates

good quality employees• To improve employee motivation• To improve employee retention• Good for our reputation

Why should the organisation manage careers?

To fulfil organisational potential…

• “Careers are how skills and knowledge are acquired and spread, as employees move from one job to another”

• “Career movement is how organisational culture and values are transmitted. Corporate culture and networks are often key to rapid and effective action”

Hirsh & Jackson, Managing careers in large organisations

Career development is of direct benefit to organisations

An Example: IT Strategy

Education Learning Teaching

Research & Enterprise

The Business

Information resources

Access: anywhere, anytime

Communication & Collaboration

Environment

GovernanceService

People

OrganisationalLeadership

ManagementespeciallyChange

OrganisationalCulture &

Professionalism

IndividualDevelopment

Who has the greatest responsibility for career progression?

• green = yes

• red = no

• only vote ‘yes’ once!

I can see long-term career opportunities at the University...• manual?

• technical?

• craft?

• senior domestic?

• secretarial?

• admin?

I can see long-term career opportunities at the University...

0

10

20

30

40

50

60

70

sec manual sen dom admin technical craft

I can see long-term career opportunities at the University...• research staff?

• lecturers?

• senior lecturers?

• professors?

I can see long-term career opportunities at the University?

0

10

20

30

40

50

60

70

80

professor sen lec lecturer research

My line manager shows an interest in my long-term career development...

• manual?

• technical?

• craft?

• senior domestic?

• secretarial?

• admin?

My line manager takes an interest in my long-term career development...

0

10

20

30

40

50

60

70

sen dom admin sec technical manual craft

Do managers influence whether we see career opportunities?

0

10

20

30

40

50

60

70

sec manual sen dom admin technical craft

I have access to training & development relevant to my job...• manual?

• technical?

• craft?

• senior domestic?

• secretarial?

• admin?

I have access to training & development relevant to my job...

0

102030405060708090

sec sen dom admin manual technical craft

Implications for career framework

• line managers role (training from ’08)

• who is responsible for development opportunities?

• information about potential career choices

• ways of recognising positive performance

Opportunities arising from Reward• single pay structure breaks down barriers

• information about all jobs in the organisation

• recognition of importance of progression opportunities

What is the Career Framework Team doing now?• consultation & communication

• website live 26 September

• research

• planning

Who are the Career Framework Team?• Derek Telling – Project Director

• Alison Bilgin – Project Manager

• Kate Tapper – Staff Development Manager

• Jenny Parkin – Career Framework Adviser

• Alison Smith – Project Support

Support Service Conference26 June 2007

Investigating careers at the University

Kate Tapper & Career Framework Team

Support Services Conference 2007