CareerFit Workshop. MBA Career Management. Pre-term 2018

Transcription

1 CareerFit Workshop Pre-term 2018

2 Job Search Competencies Master the Competencies to Master Your Job Search Self-Assessment and Clarifying Goals Evaluate your career goals, determine short- and long-term objectives and decide which industries and functional choices are right for you. 2 MBA Career management

3 Achieving Career Success and Satisfaction SUCCESS High Medium Low 0 50% 100% SATISFACTION 3

4 Agenda In today s session we will: 1. Learn how to interpret your CareerLeader results 2. Practice articulating your background and goals with peers 3. Receive feedback on your goals from peers using the CareerLeader results 4

5 Clarify your career goals: Multiple Perspectives YOUR PERSPECTIVE YOUR CAREER GOALS Multiple Perspectives To validate your career goals use different sources to gain perspective CAREERLEADER RESULTS PEER FEEDBACK 5

6 CareerLeader: Best-in-class Career Assessment Designed for MBAs and business professionals - Used by 94 of top 100 MBA programs Highly reliable and valid Based on sample of ~500,000 global business professionals Incorporates quantitative results for discussion with Career Advisor 6

7 What is CareerLeader? 5 Core Results Interests 8 # Results Examples Enterprise Control, Managing People and Teams Motivators 13 Power and Influence, Intellectual Challenge Skills 41 Career Match 33 Culture Match 4 Teamwork, Influence, Comfort with Risk, Delegating Investing Banking, Entrepreneurship, Retail Management If results are all Mid the culture match should not have any problems. High/Low require greater exploration 7

8 Interests Application of Technology Coaching & Mentoring Creative Production Enterprise Control Influencing Others Managing Teams & People Quantitative Analysis Theory Development & Research Define: Interests refer to 8 broad domains of work Changeable: Highly stable in adults Use: - Most important factor in determining the right choice for your career - Alignment to career is best predictor of success and satisfaction Range: Results are percentiles High: ~ Mid: ~ Low: ~

9 Motivators Altruism Affiliation Autonomy Financial Gain Intellectual Challenge Lifestyle Managing People Positioning Power & Influence Prestige Recognition Security Variety Define: Motivators are personal values related to work Changeable: Your most important motivators will tend to be fairly consistent over time. Use: High motivators are a need to have low motivators do NOT need to be avoided. Since you can't have everything, your motivations help you to prioritize and make trade-off s. Scoring: ranked by importance: High: >9 Mid: ~ 4-8 Low: ~ <4 9

10 Skills Define: Skills are acquired through education, training and experience Interpersonal Effectiveness (11) Analysis & Strategic Decision Making (11) Bringing Management Structure (9) Power & Influence (10) Changeable: Yes, they change with use and additional development Use: Identify which skills you possess and which skills you need to develop for a target job. Don t pursue a careers just because you have the skills for the role. Note: There are both personal and cultural differences in how people self-rate their skills. If you think you tend to "undervalue" your own skill level take that into account when considering your results. Scoring: Results are percentiles High: ~ Mid: ~ Low: ~

11 Career Matches Accounting Investment Banking Project Management Advertising Account Mgmt. Investment Management Real Estate Development Biz Dev & Sales Law Real Estate Finance Commercial Banking Management Consulting Research & Development Management Entrepreneurship Management in Science Development Retail Management Finance in Corporation Settings Marketing Sales Management Financial Planning & Stock Brokerage Mgmt. of New Product Development Securities Trading General Management Non-Profit Management Strategic Planning Human Resources Management PE Investment Supply Chain Management Information Systems Management PR & Communications Training & Organizational Development Institutional Securities Sales Production & Operations Management Venture Capital High match to your ideal job = you are likely a good fit Low match to your ideal job = spend time digging deeper Don t be discouraged or give up your dream Don t dismiss the results or immediately re-take the assessment Identify how are you different from most people in that role Assess if the differences will affect your satisfaction & success Determine if you are truly a good fit Results: High: ~ Mid: ~ Low: ~

12 Culture Match Define: Four common personality traits Collaboration & Consideration Extraversion & Decisiveness Innovation & Change Precision & Planning Changeable: Highly stable in adults. Use: Consider the culture match traits when choosing a company. Middle scoring candidates, can likely adapt to most work environments. The Higher and Lower scoring candidates may have difficulty adapting to corporate cultures too different from their own personalities. Note: Similar to personality, it is not necessarily good or bad to be high or low on a Culture Match trait. Scoring: Results are non-numerical. Very High High Middle Low Very Low 12

13 Summary of 5 Core Results CORE RESULT # SCORE High Mid Low Interests 8 ~ ~40-79 ~0-39 Motivators* Skills 41 ~ ~40-79 ~0-39 Career Match 33 ~ ~40-79 ~0-39 Culture Match 4 Very High Middle Very Low *Motivators are the only section of CareerLeader that is rank ordered rather than a percentile. 13

14 Your Online Profile 14

15 Small Group Discussions

16 Peer Advising Activity Directions: Use the steps below for the Peer Advising activity Student Advisors 1 (5 minutes) 2 (5 minutes) 3 Group (5 minutes) Describe your last 2 jobs. Discuss likes & dislikes Share your short and long-term career goals Note which careers in CareerLeader are your top choice (even if they were not your top scores on the assessment) Discuss Student s CareerLeader results while Student listens and takes notes (Student: no talking! Eat your lollipop!) Use Discussion Prompts during conversation Student: Share your insights and response on what you have heard Advisors: Continue dialog with Student Interests & Motivators: Circle the top 3 and the lowest 3 interests & motivators What do the top 3 scores tell you about the Student? Do the highest and lowest scores explain their likes/dislikes? Do they match the Student s stated goals? Outside of the career goals, what jobs could the Student pursue to engage her/his interests? Do the low scores seem to create a fit problem for the stated goals? Career Match Are the top three careers similar to the stated goal? Conclusion What bottom line career advice do you have for the Student about their career goals? 16 16

17 Advisor s Notes Directions: Advisors should use this worksheet to take notes during STEP 1 as the Student discusses their previous roles, likes & dislikes. Student s Name: Past Previous Short-Term Future Long-Term Future Position and Industry Likes Dislikes 17

18 Student s Notes Directions: Student should use this worksheet to take notes during STEP 2 as the Advisors discuss your CareerLeader results in the context of the topics below. (Remember: No talking! Eat your lollipop!) Interests Motivators CareerMatch Conclusions & student s response to feedback: 18 18

19 Debriefing What did you learn today? How will you incorporate the feedback you received today into your first career advising session with our office?

20 When to Pull Out Your Results AUGUST - SEPTEMBER DECEMBER SPRING SETTING GOALS Talk with an advisor about the feedback from today s session DECIDING WHERE TO APPLY CHOOSING AN OFFER 20 MBA Career Name Management of Initiative

21 Next Steps Discuss CL results with a Career Advisor during Pre-Term (August 16,17, 20-24) Attend Industry Chats (August 28-30, September 4-6) First Year advising appointments (starting September 10 th ) 21

22 The end

23 Appendix Stability (i.e., reliability) Test-Retest Correlations over a Six Month Period Mean Test-Retest Correlation over Six Month period =.77 Long Term (Six Year) test-retest Correlations Validity Mean test-retest correlation over Six Year period =.60 CareerLeader scores correlate directionally with the Strong Interest Inventory Culture This study has shown that, while there are statistically significant differences for the fundamental dimensions of business career interests across national cultures, these differences are notably small in terms of their effect on the overall variability of scores on the business career interest dimensions themselves. Most of the variation in business career interests comes from variables unique to the individual and cannot be attributed to national culture Gender X Culture The significant interaction effect of national culture and gender indicates that, to a limited extent (given the small size of the interaction effect), gender differences for business interests vary across national cultures *Note we are happy to share two research studies about CareerLeader 23