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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,
    CA 90405
  • (310) 452-5130 ? (310) 450-0548 Fax
  • http//www.envisialearning.com

2
Envisia 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.

3
BALANCING INDIVIDUAL AND ORGANIZATIONAL NEEDS
4
ORGANIZATIONAL 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

5
Retention 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

6
Retention 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.

7
Retention 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

8
OPD 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)
10
BUILDING 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

11
WORKFORCE 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

12
2005 Retention Driver Survey
1Survey of over 7,600 employees in diverse
industries by Career Systems International
13
THE 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.

14
USES OF THE CAREER PROFILE INVENTORY
  • Career Counseling
  • Executive/Management Coaching
  • Supervisory Training
  • Management Development
  • Career Resource Centers
  • Assessment Centers
  • Outplacement

15
CAREER PROFILE INVENTORYONLINE ADMINISTRATION
16
SUMMARY OF SCALESCAREER PROFILE INVENTORY
  • CAREER STAGE
  • CAREER PATH PREFERENCE
  • POLITICAL STYLE ORIENTATION

17
CAREER 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)

18
COMBINATIONS OF CAREER INTERESTS AND SKILLS
19
CAREER 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

20
CAREER 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

21
CAREER 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 __

22
CAREER 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 __

23
CAREER 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 __

24
CAREER 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

25
CAREER PROFILE INVENTORYCAREER STAGE SCALE
  • ENTRY
  • DEVELOPMENT
  • BALANCED
  • EXPLORATION

26
CAREER 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.
27
CAREER 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.

28
CAREER 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.

29
CAREER 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.

30
CAREER 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.

31
BEHAVIORS 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

32
CAREER 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

33
CAREER 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.

34
CAREER PROFILE INVENTORYCAREER PATH PREFERENCES
RESULTS
35
CAREER PROFILE INVENTORYCAREER PATH PREFERENCES
  • MANAGERIAL
  • GENERALIST
  • SPECIALIST
  • ENTREPRENEURIAL

36
CAREER 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

37
MANAGERIAL 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

38
How 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
39
DEVELOPING 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

40
ENHANCING 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

41
CAREER 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

42
GENERALIST 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

43
CAREER 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

44
SPECIALIST 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

45
CAREER 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

46
ENTREPRENEURIAL 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

47
CAREER 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?

48
CAREER PATH PREFERENCECOMMON BLENDS
  • Entrepreneurial Specialist External
    Consultant
  • Generalist Specialist Internal Consultant
  • Entrepreneurial Manager Entrepreneurial
    Leader
  • Generalist Manager Program Manager

49
CAREER 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.

50
CAREER PROFILE INVENTORYPOLITICAL STYLE
ORIENTATION SCALE
  • PROMOTER
  • STRATEGIST
  • TEAM PLAYER
  • INDEPENDENT PLAYER

51
CAREER PROFILE INVENTORYPOLITICAL STYLE
ORIENTATION
  • Impression Conflict
  • Management Management
  • Political Style Orientation

52
CAREER 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

53
CAREER 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
54
CAREER 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
55
CAREER 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

56
POLITICAL 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?

57
POLITICAL 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.
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