Title: Administration and Interpretation of the Career Profile Inventory
1 Administration and Interpretation of the Career
Profile Inventory
- Envisia Learning
- 3435 Ocean Park Blvd. Suite 203 ? Santa Monica,
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2Envisia Learning
- Envisia Learning is a provider and developer of
innovative, high-quality people and process
solutions for consultants and business
professionals working with individuals, teams and
organizations. - We provide a variety of customized and off the
shelf products in the areas of 360-degree
feedback, personality, career stress
assessment, survey solutions and on-line
performance management systems, all customized
and branded for the client and all of which are
well-researched and validated to meet your needs.
3BALANCING INDIVIDUAL AND ORGANIZATIONAL NEEDS
4ORGANIZATIONAL CAREER MANAGEMENT ISSUES
- Pre-employment personnel selection systems to
optimize employee satisfaction and productivity - Identification of high potentials and a talent
management pipeline at all job levels - A talent management system emphasizing employee
development - Proper alignment of employees skills, abilities,
interests, and experiences with current and
future job openings - Retention of talent and reduction of voluntary
turnover
5Retention Costs
- The 2000 Retention Practices Survey (SHRM)
reported an average 17 annual voluntary quit
rate across 473 organizations (highest was 44.9
in hospitality and lowest was 14.9 in
manufacturing) - Cost of recruiting and training new leaders
(supervisors and managers) is approximately
90-150 of the employees salary - US Department of Labor estimates that it costs an
organization approximately one-third of a new
hires annual salary to replace a non-exempt
employee
6Retention Factors
- A recent McKinsey study of 13,000 executives at
more than 120 companies and case studies of 27
leading companies, revealed compelling evidence
that better talent management leads to increased
performance - On average, companies that did a better job of
attracting, developing, and retaining highly
talented managers earned 22 percentage points
higher return to shareholders - Michels, E., Habdfield-Jones, H Axlerod, B.
(2001). The War for Talent. Harvard Business
Press.
7Retention Factors
- Gallup's Employee Engagement Index reveals that,
on average, about 70 percent of U.S. workers are
not engaged in or are actively disengaged from
their work. - A recent Towers Perrin multi-company survey
revealed that only half (50 percent) of employees
polled said their company inspires them to do
their best work, suggesting companies are
performing below their potential because they are
not engaging employees
8OPD Employee Engagement Study
- Results of two company wide employee engagement
surveys were analyzed for all corporate staff for
a large food service corporation for 2002 and
2004 - Employees rated their own involvement with their
organization and job using a benchmarked 12-item
Employee Engagement Index (alpha .91) - Employees were asked additional questions about
retention (intention to leave in 12 months), job
satisfaction and perceptions of job stress - Nowack, K. (2005). Employee Engagement Matters
Relationship between Employee Engagement,
Retention, Job Satisfaction and Stress
9 OPD Employee Engagement Study (N163) Significant
Differences (all ps lt .01)
10BUILDING A RETENTION CULTURE
- Hold managers accountable for talent management
including tying retention and developmental
coaching to performance reviews - Train leaders on retention and development
strategies so they can build a retention culture
in their own units - Implement strategic talent development programs
including coaching, 360 degree feedback and
assessment centers to identify high potential
leadership talent - Institute formalized mentoring and career
assessment and development programs
11WORKFORCE 2010THE CHANGING CAREER PARADIGMS
- NEW PARADIGMS
- Employability Security
- Alternate Career Paths
- Person/Organization Fit
- Job/Task Loyalty
- Work/Family Balance
- Continuous Relearning
- Competencies/Development
- Contract Employment
- Career Sabbaticals
- Multiple Jobs/Careers
- Change in jobs based on growth
- Promotion highly performance based
- OLD PARADIGMS
- Job Security
- Longitudinal Career Paths
- Job/Person Fit
- Organizational Loyalty
- Career Success
- Academic Degree
- Position/Title
- Full-Time Employment
- Retirement
- Single Jobs/Careers
- Change in jobs based on fear
- Promotion highly tenure based
122005 Retention Driver Survey
1Survey of over 7,600 employees in diverse
industries by Career Systems International
13THE PSYCHOLOGICAL CONTRACT
- The overall set of expectations held by an
individual with respect to what he or she will
contribute to the organization and what the
organization will provide in return.
14USES OF THE CAREER PROFILE INVENTORY
- Career Counseling
- Executive/Management Coaching
- Supervisory Training
- Management Development
- Career Resource Centers
- Assessment Centers
- Outplacement
15CAREER PROFILE INVENTORYONLINE ADMINISTRATION
16SUMMARY OF SCALESCAREER PROFILE INVENTORY
- CAREER STAGE
- CAREER PATH PREFERENCE
- POLITICAL STYLE ORIENTATION
17CAREER MANAGEMENT PROCESS
- STEP 1
- INDIVIDUAL ASSESSMENT
- STEP 2
- INTERPERSONAL ASSESSMENT
- STEP 3
- ORGANIZATIONAL ASSESSMENT
- STEP 4
- ACTION PLANNING
- Who am I? (Career Stage, Path Preference,
Political Style) - How do other see me? (Self-insight, image,
political style, personality) - What are my options within the organization?
(Knowledge of the organization, future trends,
options, opportunities) - How do I achieve my goals? (Motivation,
confidence, goal setting, action planning)
18COMBINATIONS OF CAREER INTERESTS AND SKILLS
19CAREER PROFILE INVENTORYPILOT RESEARCH STUDY
- Initial pilot study established on 161 employed
adults in 1990 Second item/scale analysis in
2002 (N133) - Composed of 30 male and 70 female 71.5
Caucasian, 11.5 Hispanic, 5.5 African American,
5.5 Asian, and 6 Other - Average age was 35.6 (S.D. 7.23)
- Sample was highly educated (50 possessed a
Bachelors degree, 19.3 a Masters, and 6 a
Doctorate) - The employees came from over 14 diverse
industries in both the public and private sectors
20CAREER PROFILE INVENTORYPILOT RESEARCH STUDY
NORMS (N133)
- ALPHA CURRENT
FUTURE - Career Stage Mean SD Mean SD
- Entry .71 5.86 2.2 5.63 2.2
- Development .64 7.04 1.7 7.49 1.7
- Balance .68 5.28 1.9 6.96 2.0
- Exploration .80 5.47 2.7 4.59 2.3
- Career Path Preference
- Managerial .60 9.29 2.7 9.68 2.9
- Specialist .64 8.61 2.5 9.30 2.7
- Generalist .67 9.62 2.7 11.30 2.7
- Entrepreneurial .58 8.59 2.4 9.86 2.7
- Political Style
- Promoter .71 17.03 4.1 13.89 4.1
- Strategist .63 17.67 2.9 17.22 3.9
- Team Player .73 15.89 3.8 18.91 3.5
- Independent .63 13.47 3.4 15.43 3.9
21CAREER PROFILE INVENTORYSCALE CORRELATIONS
- CAREER STAGE CORRELATIONS (p lt .01)
- 1 2 3 4
- 1. Entry __ .18 -.11 .09
- 2. Development __ .02 -.23
- 3. Balance __ .02
- 4. Exploration __
22CAREER PROFILE INVENTORYSCALE CORRELATIONS
- CAREER PATH CORRELATIONS (p lt .01)
- 1 2 3 4
- 1. Managerial __ .48 -.09 .06
- 2. Generalist __ .08 .19
- 3. Specialist __ .49
- 4. Entrepreneurial __
23CAREER PROFILE INVENTORYSCALE CORRELATIONS
- POLITICAL STYLE CORRELATIONS ( p lt .01)
- 1 2 3
4 - 1. Independent __
.40 .02 -.18 - 2. Team Player __ .32
-.22 - 3. Strategist __ -.23
- 4. Promoter __
24CAREER PROFILE INVENTORYSCALE CORRELATIONS
- Correlations Between Preferred Political Style
and Preferred Career Path Preferences (p lt .01) - Preferred Political Style Orientation
- Preferred Path Promoter Strategist
Team Independent - Player Player
- Managerial .31 .34 .02 -.01
- Generalist .26 .35 .26 .16
- Specialist .08 .13 .21 .42
- Entrepreneurial .15 .21 .19 .30
-
25CAREER PROFILE INVENTORYCAREER STAGE SCALE
- ENTRY
- DEVELOPMENT
- BALANCED
- EXPLORATION
26CAREER PROFILE INVENTORYSTAGES OF CAREER
DEVELOPMENT
Stage 5 Late Career (ages 55retirement)Remain
productive in work, maintain self-esteem, prepare
for retirement.
Stage 4 Midcareer (ages 4055)Reappraise early
career and early adulthood goals, reaffirm or
modify goals, make choices appropriate to middle
adult years, remain productive.
Stage 3 Early Career (ages 2540)Learn job,
learn organizational rules and norms, fit into
chosen occupation and organization, increase
competence, pursue goals.
Stage 2 Organizational Entry (ages
1825)Obtain job offer(s) from desired
organization(s), select appropriate job based on
complete and accurate information.
Stage 1 Preparation for Work (ages
025)Develop occupational self-image, assess
alternative occupations, develop initial
occupational choice, pursue necessary education.
27CAREER PROFILE INVENTORYCAREER STAGE ENTRY
- This stage is characterized as the beginning of
one's career (or new career), initial placement,
the early process of "learning the ropes,"
figuring out what is expected from others in the
organization and developing basic knowledge,
skills and abilities. - It The major developmental theme associated with
the entry career stage might be conceptualized as
self-validation of an individuals skills,
abilities, and potential.
28CAREER PROFILE INVENTORYCAREER STAGE DEVELOPMENT
- This stage is characterized by being accepted
into the organization, being promoted and
receiving increasingly more challenging
assignments and responsibilities. - The major developmental theme associated with the
development career stage might be conceptualized
as self-improvement of an individuals skills,
abilities, and potential.
29CAREER PROFILE INVENTORYCAREER STAGE BALANCED
- This stage is characterized by self-satisfaction
with previous organizational efforts and
accomplishments, a re-assessment of career/life
goals and developing a greater balance between
work, family, children, recreation, leisure - The major developmental theme associated with the
balance career stage might be conceptualized as
self-fulfillment with an individuals
work/family activities, experiences and
accomplishments.
30CAREER PROFILE INVENTORYCAREER STAGE EXPLORATION
- This stage is characterized by feelings of lack
of mobility, options, choices or fit regarding
ones position, or career advancement (upward,
laterally, or downward). - The major developmental theme associated with the
exploration career stage might be conceptualized
as active self-exploration and redefining of
career options and opportunities where an
individual can be successfully challenged,
stimulated and continue to develop personally and
professionally.
31BEHAVIORS OF EMPLOYEES IN THE EXPLORATION/TRAPPED
CAREER STAGE
- DISENGAGEMENT Depressed aspirations, low
organizational commitment, non-responsibility - CONSERVATIVE RESISTANCE Chronic
negativity/criticism, lack of initiative, low
risk taking, territoriality
32CAREER PROFILE INVENTORYTHE PLATEAUING TRAP
- Career Plateau
- Situation in which for either organizational or
personal reasons the probability of moving up the
career ladder is low. - Types of Plateaus
- Structural plateau end of advancement
- Content plateau lack of challenge
- Life plateau crisis of personal identity
33CAREER STAGE THEORYSELECTED REFERENCES
- Berlew, D. Hall, D. (1966). The socialization
of managers. Administrative Science Quarterly,
2, 207-223 - Dalton, G. Thompson, P. (1977). The four
stages of professional careers. Organizational
Dynamics, 19-42 - Erickson, E. (1959). Identity and the life
cycle. Psychological Issues, New York
International Universities. - Hall, D. (1975). Pressures from work, self, and
home in the life stages of married women. Journal
of Vocational Behavior, 6, 121-132. - Hall, D. (1976). Careers in organizations. Santa
Monica, CA Goodyear Publishing. - Levinson, D. et al. (1974). The psychological
development of men in early adulthood and the
mid-life transition. In D.F. Hicks, A. Thomas,
M. Roff (eds.), Life history research in
psychopathology. Vol. 3, Minneapolis, Minnesota
University of Minnesota Press. - Schein, E. (1971). The individual, the
organization, and the career A conceptual
scheme. Journal of Applied Behavioral Science,
7, 401-426. - Super, D. Bohn, M. (1970). Occupational
psychology. Belmont, CA Wadsworth Publishing. - Super, D. et al. (1957). Vocational development
A framework for research. New York Teachers
College Press, pp. 40-41.
34CAREER PROFILE INVENTORYCAREER PATH PREFERENCES
RESULTS
35CAREER PROFILE INVENTORYCAREER PATH PREFERENCES
- MANAGERIAL
- GENERALIST
- SPECIALIST
- ENTREPRENEURIAL
36CAREER PROFILE INVENTORYMANAGERIAL CAREER PATH
- Traditional vertical movement with increasing
levels of authority responsibility in a
managerial path - Decreasing opportunities for upward mobility in
most upward mobility career movement
organizations - Organizational reward systems support upward
mobility career movement
37MANAGERIAL CAREER PATHTYPICAL MOTIVES REWARDS
- TYPICAL REWARDS
- Promotion
- Increased Authority
- Increased Span of Promotion Control
- Executive Perks (e.g., stock options)
- Titles
- TYPICAL MOTIVES
- Power
- Influence
- Control
- Managerial Competence
- Leadership
- Achievement
38How Do You Develop Leaders?
- Job change/rotation
- Special projects and assignments
- Exposure and involvement in key business
challenges - Task forces, committees, change initiatives
Experience
- Job Performance feedback
- Executive coaching
- 360-degree feedback process
- Developmental assessment workshops
Ascending Value
Feedback Coaching
- Critical skill building training programs
- Transition training programs
- Key external training programs
- Self-directed learning initiatives
Formal Learning
39DEVELOPING LEADERS WITH A MANAGERIAL CAREER PATH
PREFERENCE
- Cross-Functional Versatility
- -Exposure to all functions
- -Understanding of the organization
- Job/Developmental Challenges
- -Structured experiences to facilitate development
- -Strategic Assignments/Responsibilities
- Core Competencies
- -Training on specific competencies/skills
- -Transition training
- Derailment Factors
- -Multi-rater feedback to identify
strengths/development - -Coaching
40ENHANCING JOB/DEVELOPMENTAL CHALLENGES
- Carry an assignment from beginning to end
- Become involved in a merger, acquisition,
strategic alliance, or partnership opportunity - Implement an organization wide change initiative
- Negotiate agreements with external organizations
- Operate in a high pressure or high-visibility
situation - Head a visible committee or organization wide
task force
41CAREER PROFILE INVENTORYGENERALIST CAREER PATH
- Spiral career movements based on related
experiences, knowledge skills - Career movements result in a generalist
background and experience - Consistent with a project and program management
organizational career path
42GENERALIST CAREER PATHTYPICAL REWARDS MOTIVES
- TYPICAL MOTIVES
- Professional Growth
- Personal Development
- Continuous Learning
- Innovation
- Developing Others
- TYPICAL REWARDS
- Cross-Training
- Job Rotation
- Project Management
- Education Reimbursement
- Mentoring Assignments
43CAREER PROFILE INVENTORYSPECIALIST PATH
- Typically remain in one occupational field for
most of ones career - Remain either economically anchored to one
occupational area or utilize specialized
education, knowledge credentials - Some Dual-Career paths allow for independent
contributor role
44SPECIALIST CAREER PATHTYPICAL MOTIVES REWARDS
- TYPICAL MOTIVES
- Technical Competence
- Expertise
- Independence
- Affiliation
- Security
- Service to Others
- TYPICAL REWARDS
- Recognition
- Job Security
- Benefits
- Continuing Education
- Involvement in Professional Associations
45CAREER PROFILE INVENTORYENTREPRENEURIAL CAREER
PATH
- Frequent occupational/career /job changes often
unrelated to previous experiences - Traditionally viewed as unstable or
unreliable - Fastest growing path among women and minority
groups
46ENTREPRENEURIAL CAREER PATHTYPICAL MOTIVES
REWARDS
- TYPICAL MOTIVES
- Entrepreneurship
- Autonomy
- Variety
- Risk/Challenge
- Achievement
- Creativity
- Flexibility
- TYPICAL REWARDS
- Flexible Schedules
- Job Sharing
- Bonuses
- Independent Contracts
- Consulting Assignments
47CAREER PATH PREFERENCEDISCUSSION QUESTIONS
- What individual motives rewards are most
relevant for each path? - What opportunities exist within your organization
for each career path? - What differences, if any, exist between your
Current and Prefer scores on this scale?
48CAREER PATH PREFERENCECOMMON BLENDS
- Entrepreneurial Specialist External
Consultant - Generalist Specialist Internal Consultant
- Entrepreneurial Manager Entrepreneurial
Leader - Generalist Manager Program Manager
49CAREER PATH THEORYSELECTED REFERENCES
- Schein, E. (1978). Career Dynamics Matching
Individual and Organizational Needs. Menlo Park,
Ca Addison-Wesley. - Dalton, G., Thompson, P., Price, R. (1977).
Career stages A model of professional careers in
organizations. Organizational Dynamics, Summer,
19-42. - Dalton, G. Thompson, P. (1986). Novations
Strategies for Career Management. Glenview, Ill
Foresman Co. - McClelland, D. (1976). Power is the greater
motivator. Harvard Business Review, 54, 100-110. - Driver, M. (1982). Career concepts A new
approach to career research. In R. Katz (ed.),
Career Issues in Human Resources. Englewood
Cliffs, NJ Prentice Hall. - Von Glinow, M., Driver, M., Brousseau, K.,
Prince, J. (1983). The design of a career
oriented human resource system. Academy of
Management Journal, 8, 23-32. - Derr, C.B. (1986). Managing the new careerist.
San Franciso, Jossey-Bass.
50CAREER PROFILE INVENTORYPOLITICAL STYLE
ORIENTATION SCALE
- PROMOTER
- STRATEGIST
- TEAM PLAYER
- INDEPENDENT PLAYER
51CAREER PROFILE INVENTORYPOLITICAL STYLE
ORIENTATION
- Impression Conflict
- Management Management
- Political Style Orientation
52CAREER PROFILE INVENTORYPOLITICAL STYLE
ORIENTATION
- Impression Management--Extent to which an
individual sells, markets promotes ones self
and/or his/her team - Conflict Management--Extent to which an
individual fights for his/her way and/or his/her
team
53CAREER PROFILE INVENTORYPOLITICAL STYLE
ORIENTATIONIMPRESSION MANAGEMENT
Promotes Self to a Low Extent
Promotes Self to a High Extent
Promotes Others to a Low Extent
Promotes Others to a High Extent
54CAREER PROFILE INVENTORYPOLITICAL STYLE
ORIENTATIONCONFLICT MANAGEMENT
Fights for Self Interests to a Low Extent
Fights for Self Interests to a High Extent
Fights for Others Interests to a Low Extent
Fights for Others Interests to a High Extent
55CAREER PROFILE INVENTORYPOLITICAL STYLE
ORIENTATION
- PROMOTER High Self Impression
Management/Competitive Conflict Style - STRATEGIST High Self High Team Impression
Management/Collaborative Conflict Style - TEAM PLAYER High Team Impression
Management/Compromising Conflict Style - INDEPENDENT PLAYER Low Self Low Team
Impression Management/Avoiding Conflict Style
56POLITICAL STYLE ORIENTATIONDISCUSSION QUESTIONS
- How would you describe the political culture of
your organization? - How are the four political styles rewarded?
- How are the four political styles viewed by each
other? - What differences, if any, exist between your
Current and Ideal scores on this scale? What
does this say about your political style
orientation?
57POLITICAL STYLE THEORYSELECTED REFERENCES
- K. Thomas (1976). Conflict and conflict
management. In M. D. Donnette (ed.) Handbook of
Industrial and Organizational Psychology.
Chicago Rand McNally, pp. 889-935. - K. Thomas. (1977). Toward multidimensional
values in teaching Examples of conflict
behaviors. Academy of Management Journal, 2,
480-489. - Kilman, T. Thomas, K. (1978). Four
perspectives of conflict management An
attributional framework for organization
description and normative theory. Academy of
Management Journal, 4, 59-68. - Leary, M. Kowalski, R. (1990). Impression
management A literature review and two component
model. Psychological Bulletin, 107, 34-47.