Developing-and-Maintaining-a-Competitive-Career-職業(yè)生涯規(guī)劃的TOP模型

DevelopingandMaintainingaCompetitiveCareer

Careerdevelopmentdoesnothavetobeamystery.Whentheorganizationprovidesasolidframework,acommonlanguage,andaneffectivesetoftools,individualscantakeresponsibilityformanagingtheircareersintoday’sdynamicbusinessenvironment.Overtwentyyearsofresearchhaveprovidedamodelthatsupportsstrategicindividualdevelopment.Thismodel,coupledwithidentificationofcareerdriversand360°competency-basedfeedback,givesemployeesthenecessaryinformationtodeveloppowerfulindividualdevelopmentplans.Theplanshaveadualfocus:1)Howtoremaincompetitivethroughpersonalgrowthanddevelopment;and2)Howtoincreasetheirlevelofcontributiontotheorganization.

INTRODUCTION

Astheorganizationalcompetitiveenvironmentbecomesincreasinglycomplex,newdemandshavebeenplacedonbothindividualsandthebusinessestheyworkin.Mostlargecompanieshaverespondedtoincreasedexternaldemandsbyincreasingstructuralefficiency(downsizing)andtrimmingbureaucracy(flattening).Thismovetomoreausterestructureshasnotbeenamatterofsimplecost-cutting.Bothglobalanddomesticcompetitionhaveintensifieddramatically.Thesenewdemandscallforagreatercontributiononthepartofallemployees,andforgreatercollaborationwithinandbetweenworkgroups.

Researchindicates,however,thatorganizationalculture,values,andsystemshavegenerallylaggedbehindthisrevolution.Oneexampleofthisgapisthatemployeeshavebeentoldthattheyareresponsibleformanagingtheirowncareers.However,manyorganizationshavefailedtoequippeoplewiththetoolstheyneedtosucceedinthisnewduty.Anumberofimportantdevelopmentsmakethisanincreasinglyimportantproblem:

Inthepast,thedevelopmentprocesswasfocusedlargelyonpreparingemployeesforthenextpromotion.Upwardmomentumintheorganizationwasseenastheprimaryindicatorofgoodperformance,andemployeesweremotivatedbythepromiseofmovingup.Morecomplexjobsautomaticallyprovidedincreasedchallenge;employeeshadtolearninordertosucceedintheirnewroles.Formostpeople,regularpromotionsarenolongerfeasible.

Peopleareakeysourceofcompetitiveadvantage.Asstructureshavebecomeleaner,thenetvalueofeachremainingemployeehasincreased.Moreover,thenew“knowledgeeconomy”meansthatmoreandmorecompaniesrelyontheeducationandexperienceofhighlysophisticatedknowledgeworkers.Asthebusinessenvironmentchanges,retoolingoftenmeansupdatingtheskillsandabilitiesoftheorganization’speopleratherthanchangingoveraplant.Ongoingdevelopmentisacompetitivenecessity.

Inmanyfields,increasedcompetitionforcapableandqualifiedemployeesmeansthatthebestpeopleoftenchooseemployersbasedonperceivedopportunitiesforgrowth.Inanerawhenpromotionsarefewandfarbetween,manyoftoday’stechnicalexpertslookforcutting-edgelearningopportunities,increasedautonomy,orbalancedlifestylesasacceptable(orevenpreferable)substitutes.

Inspiteofthesedramaticchanges,mostcareerdevelopmentsystemsarestillbasedonassumptionsthatdevelopedearlyintheindustrialage.Thisarticlewillexplorealternativestothetraditionalmodel,andprovideexamplesofinnovativereplacements.

CAREERBESTS:WHEREDEVELOPMENTOCCURS

Employees,andthecompaniestheyworkfor,eachhaveaninterestintheemployee’slong-termgrowth.Developmentopportunities(oftenframedintermsofincreasing“employability”)areofferedupasamodern-dayreplacementforlong-termemployment;smartemployeesknowthatthekeytolong-termsuccessisnowgroundedmoreinmaintainingsharpskillsthanindemonstratingloyaltytothecompany.Developmentalsobenefitsthecompanybecauseitleadstotheappreciationofhumanassets.

Researchonwhatmakesasatisfyingworklifeindicatesthatthemostpersonallysatisfyingtimesinaperson’scareerareusuallyalsohighlyproductiveintermsofmeetingtheorganization’sgoals.Dataonsuch“careerbests”indicatethatpeakexperiencesalsoprovidesignificantdevelopment.Oneofthemostfrequentlycitedcharacteristicsofa“careerbest”experienceischallengeorlearningopportunities.Risingtothedevelopmentchallengebenefitsemployeesbybuildingincreasedcapabilityandsatisfaction.Increasedindividualcapabilityinturnincreasestheorganization’sabilitytoperform.ThisconceptisillustratedinFigure1.

CAREERBESTS

“Careerbests”almostalwayshappenwhenindividualsaredoingsomethingthattheyenjoy,thatusestheirtalents,andthatfallsinthedomainofstrategicbusinessneeds.Thefactthatthebestdevelopmenthappenswhentheindividualandcorporateinterestsintersectoroverlaphasseveralimportantimplications.

Itunderscorestheimportanceofindividualresponsibilityforcareerdevelopment.Individualinterestsvaryfrompersontoperson,andonlytheindividualknowswherehisinterestslie.Findingthecareerbestzoneandstayingtherecan’tbedonewithacareerplandevelopedbysomeoneelse,whetheritbeamanager,mentor,orhumanresourcedepartment.

Thebestdevelopmentplansdonotcenteronnextjobsorsuggestedtrainingcourses.Whilenewjobopportunitiescanprovidegrowthexperiences,andwhiletrainingcoursescanaugmenton-the-joblearning,mostdevelopmenthappensastheresultofengaginginchallenging,interestingwork.Thattypeofworkcanbefoundinmostprofessionaljobassignments,andrarelyrequiresajobchange.

Theorganizationmustbeclearaboutwhatitneedsfromemployees.Rapidchangeshavefrustratedmanyemployees,whofeelasiftheyareconstantlyshiftingtheiraiminordertohitthemovingtargetoforganizationdirectionorexpectations.Thisproblemislikelytocontinue.However,leaderscanshareinformationabouttheorganization’sdirection,andcantranslatethatdirectionintoindividualexpectations.Onecommonapproachfordoingthisistoidentifycompetencies,whichreflecttheprioritiesoftheorganizationforindividualperformanceanddevelopment.

Self-directedcareerdevelopmentrequiresmoreself-awarenessandinsightthancorporate-drivencareermanagement.Individualsmusttakemoreinitiativeandresponsibilitytounderstandandarticulatetheirownneeds,priorities,andabilitytocontributethantheydidinthepast.Thismaybeapainfulprocessforsome,andaliberatingprocessforothers.

IDENTIFYINGINDIVIDUALINTERESTS

Oneframeworkforunderstandingtheindividual’sneedsistoanswertwokeyquestions:

1.WhatcanIcontribute?

Mostprofessionalsworkformorethanjustapaycheck.Whilemonetaryrewardsarethemosteasilymeasuredincentives,careerchoicesareoftenbasedonotherfactors.Mostpeoplewanttocontributesomethingmeaningfultoaworthwhilepurpose.Identifyingindividualprioritiesisacomplexprocessbecausedefinitionsofwhatismeaningfulandworthwhilevaryfrompersontoperson.

Onetoolforidentifyinghowindividualscancontributeistheconceptofdistinctiveness.Inplanningtheirdevelopment,individualscannotignorecertainorganizationalrealities:constantchange,increaseddemands,andreducedloyalty.Theserealitiescanbemoreeffectivelymanagediftheyareweighedinrelationtowhoapersonis,whatshelikestodo,andwhatshedoeswell.Thosewhotakeorganizationalchangesinstride(andwhocapitalizeontheopportunitiesthatcomewithchange)arethosewhounderstandandaretruetowhatisrightforthem.Thosewhomakethemostsignificantcontributionovertimearethosewhoknowhowtheiruniquequalitiesaddvaluetotheorganization.Whileunderstandingone’sowngenius,orone’s“personaltruth,”maybealifelongprocess,thegeniusconceptcanbebrokendownintotwofundamentalparts:

Interests/Passions

+

Talents/Abilities

=

Distinctiveness

Understandingone’sgeniusisakeytoincreasingone’scontribution.Somepeoplemakecareerchoicesbasedonlyontheiraptitudes.Theyusuallyfindthattheirabilityorwillingnesstocontributelongtermislimitediftheylackenthusiasmfortheirassignments.Doingwhatyoucareaboutautomaticallyincreasesmotivation,whichincreasesthepleasurethatcomesfromwork.Atthesametime,allthepassionintheworldusuallycan’tcompensateforaninnatelackofability.Themarriageoftalentandpassionleadstohighperformance.Peoplewhounderstandtheirgenius,andfindwaystoapplyitintheorganizationswheretheywork,buildlong-termvalueforthemselvesandforthecompany.

2.Whataremyvaluesandprioritieswhenitcomestoworkandcareer?

Inthepast,mostemployeessettheirsightsonafattersalaryandakeytotheexecutivewashroom.Inrecentyears,amuchbroaderrangeofcareerdrivershasemerged.OnemodelthatexplainsthisemergingdiversitywasdevelopedbyC.BrooklynDerr.Heidentifiedfivemajordefinitionsofcareersuccess.

1.Advancement.ThisisthetraditionaldefinitionofcareersuccessformostAmericans.Thesepeoplearelookingtobecomevice-presidents,presidents,CEO’s,andgeneralmanagers.Whattheywantisupwardmovement.Successmeansmoremoney,morepower,andsteadypromotions—cleartothetop.

2.Security.Thesepeople,anunappreciatedandlargelyunacknowledgedbutsignificantsegmentofthejobforce,haveapsychologicalcontractwiththecompany.Inexchangeforhardworkandunswervingloyalty,theygetlife-longemployment,respect,steadyadvancement,andeventuallyahigh-leveljobwheretheirtalentsareusedandappreciated.Theywanttobeamemberofanorganizationalfamily.

3.Freedom.Thesepeoplewantpersonalautonomyand“space”atallcosts.Theydon’tmindbeingheldtodeadlines,budgets,andstandards,buttheydowanttosolvetheproblemintheirownway.

4.Challenge.Theseindividualsthriveonexcitement,challenge,andthetechnicalnatureandcontentofthework.They’llworkforanybodywhooffersexcitingopportunities—moneyissecondary.

5.Balance.Thesepeoplegiveequaltimeandattentiontocareers,relationshipsandself-development.They’llworkaroundtheclockinemergencies,andthey’rehappytopaytheirdues,buttheydon’tlivetheirlivesemergency-style.Theyusuallypullbackfromgettingoverlyabsorbedintheirworkbutarecompetentenoughtodowellattheirjobs.Althoughtheyknowhowtonegotiateandtaketimefromworkforthemselvesandtheirfamilies,theyareunhappyiftheirworkisn’tmeaningfulenoughtobalancetheirpersonallives.

Formostpeople,acareerismorethanajob.Itismorethanalong-termsequenceofjobs.Thosewhoachievecareersuccessacknowledgeandrespectaspectsofpersonallifeandoftheirownvaluesthathaveanimpactonworklife.Effectivecareerdevelopmentallowspeopletoliveoutthesubjectiveandpersonalvaluestheyreallybelieveinwhileatthesametimemakinganeffectivecontributionatwork.

Sincedifferentpeopledefinetheircareergoalsdifferently,itstandstoreasonthattheywouldneedtoemploydifferentmethodstoachievethesegoals.Forexample,ifyouwanttogettothetopoftheorganization,youwillneedtousestrategiesthataredifferentfromthoseusedbythepersonwhoseprimaryfocusisautonomy.Whencareervaluesandtheorganization’sneedsdonotmatchup,frustrationandlowperformanceresult.

Thisprovidesyetanotherargumentwhyself-directedcareerdevelopmentisthemosteffectiveapproach.Individualsaremuchmorekeenlyawareoftheirowncareerdriversandvaluesthananyoneelse.Whentheyuseanunderstandingofthosevaluestomakedecisionsabouttheirfuture,theyaretakingresponsibilityfortheirowndevelopment.

IDENTIFYINGTHEORGANIZATION’SNEEDS

Increasedcompetitionhasmadeclearthattheexpectationsthatmostorganizationshaveoftheiremployeesaremuchhigherthaninthepast.Standardsofhighperformancearebothmoreimportantandoftenlessclearthantheyusedtobe.Atthesametime,thetraditionalmeasureofgoodperformance—jobpromotion—isnolongeraviablegauge.Althoughemployeeshavebeentoldtogrowintheircurrentjobsinsteadoffocusingonthenextone,mostpeopledonothaveanalternativewayofconceptualizingordiscussingdevelopmentoutsidetheframeworkofjobpromotion.

OneeffectivealternativetoencouragedevelopmentwithoutfocusingonpromotionsistheFourStagesModeldevelopedbyGeneDaltonandPaulThompson.WhilebusinessschoolprofessorsatHarvardUniversity(andlaterBrighamYoungUniversity),DaltonandThompsonwereaskedtoaddressadilemmauncoveredbythemanagementofalargeelectronicsfirm.Theirdata(basedonengineers’performancereviewstrackedovertime)madeclearthatexpectationsofindividualperformancechangeaspeoplemovethroughtheircareers.Whilesomeengineerscontinuedtoberatedashighperformersthroughouttheircareers,themajorityreceivedprogressivelylowerratings,eventhoughtheworktheydidremainedthesameinabsoluteterms.AsDaltonandThompsongathereddataaboutwhatmakesthedifferencebetweenhighperformersandaveragecontributors,theresearchersidentifiedfourstagesofdevelopment.

TheprogressionidentifiedbyDaltonandThompsonisindependentofpositionontheorganizationchart,andexplainswhytwopeoplewiththesamejobdescriptionmaybevaluedverydifferentlybytheorganization.However,achievinghighperformanceinthelaterstagesdependsonmasteringtheearlystages.Thus,theFourStagesModelprovidesaroadmapforunderstandingthelong-termexpectationsorganizationshaveoftheiremployees.Theseexpectationsaredescribedbythestages.KeytasksforeachofthestagesaresummarizedinFigure2.

Stage1contributorsacceptdirection,establishbasiccompetence,andlearntheorganizationalandtechnicalropes.Whilepeoplewhodothisearlyintheircareersareseenasbeinghighlyeffective,thosewhocontinuetodependonothersfordirectionafterseveralyearsareseenascontributinglessthantheirpeerswhoenterStage2bybecomingindependenttechnicalexperts.Bythesametoken,independentexpertswhofailtobroadentheirperspectivesanddevelopotherswillbeperceivedaslessvaluable,unlesstheyarebrilliantenoughtocontributeasmuchontheirownastheirStage3colleaguesdobycontributingthroughothers.ThosewhoareabletodevelopStage4characteristicsofhavingthevisionandthecredibilitytoinfluenceorganizationdirectionareperceivedasbeingthemostvaluedbyleadersintheorganization.

WhiletherolechangessuggestedbytheFourStagesModelseemintuitivelyobviousonthebasisofthetraditionaltechnical-to-managementcareerprogression,DaltonandThompsonfoundevidencethatcontribution,asdescribedbystage,isrelativelyindependentoftheorganizationalhierarchy.

Forexample,Stage3characteristics(developingothers,broadeningperspective,understandingbusinessissues,usingnetworkstogetthingsdone)soundlikeajobdescriptionforsupervisorsormanagers.Yetmanypeoplereportexperienceswithsupervisorswhohadformalmanagementauthority,butfewStage3skills.Ontheotherhand,oneofthesurprisesfromtheresearchwasthatmostofthepeoplewhoperformStage3functionsarenotinformalmanagementroles:foreverymanagerinStage3,therewerethreenon-managersperformingsimilarleadershiproles.Whiletheproportionofmanagerstonon-managerswasreversedinStage4,therewerestillpeopleinmanyorganizationswhoguidedthecompany’sdirectionfromtheirpositiononthetechnicalbench,ratherthanfromtheexecutivesuite.RecentresearchbyNovationssuggeststhatthetrendtowardahigherproportionofnon-managerStage3andStage4contributorshascontinuedwiththeadventofdownsizingandflattening.

TheFourStagesModeldescribesvaluesthathaveexistedinlargecompaniesfordecades.However,understandingtheFourStagesModelhasbecomeextremelyimportantasthesizeandshapeoforganizationshaschanged.Movingfromonestagetothenextincreasesanindividual’sabilitytocontribute—changingone’sstage,ormakinganovation,canbedonewithoutchangingjobs.

Theword“novation”isalegaltermmeaningtherenegotiationofrolesandresponsibilitiesbypartiestoacontract.Alegalnovationisaveryformalprocess;careernovationsareusuallymuchlessformal.However,understandingtheprocess

ofmakinganovationcangiveindividualsmorecontrolovertheirdevelopment,aswellasaroadmapforincreasingtheircontributiontotheorganization.WheneveryoneinanorganizationunderstandstheFourStagesModel,itprovidesalanguagefordiscussingdevelopmentandgrowth,evenwhenpromotionsareinfrequent.TheStagesmodelmakescleartherulesofagamethathasalwaysbeenplayed.

CHECKINGFORREALITY

Whilemostorganizationscurrentlyemphasizetheimportanceofindividualinitiativeincareerdevelopment,nocareerexistsinavacuum.Inthepast,supervisorshavebeenexpectedtoprovidecoachingandfeedbackaboutaperson’sdevelopmentgoals;infact,thesupervisormayhavebeenlargelyresponsibleforcreatingthedevelopmentplansforherdirectreports.However,downwardfeedbackalonereinforcesahierarchicalmindsetthatclasheswiththeculturalvaluesmostleadersareattemptingtocreate.Moreover,asmanagementspansofcontrolbroaden,thequalityofdownwardfeedbackisjeopardized;it’sdifficultforonepersontoobserveandrelaydetailedperformanceinformationabouttwentyormorepeople.

Feedbackfrommultiplesourcesprovidespeoplewithinformationabouthowwelltheyarecontributingtotheachievementofteamandorganizationalgoalsandhowtheycanfurtherincreasetheirvaluetothecompany.Itprovidesdirectiononwhatskillsorcompetenciesaremostimportant.Theindividualabsorbsthatfeedbackandprioritizeshisplanbasedonacombinationoffeedbackfromothersandhisowngoalsandpriorities.

Manyorganizationsnowprovide360-degreeormultisourcefeedbackreports,whicharecomputergenerated,anonymoussummariesofhowapersonratesonselecteddimensions.Whenfeedbackisreceivedanonymouslyfrommorethanonesource,itallowsmanagerstoapproachemployeesasacoachprovidingassistanceratherthanasacriticimposingjudgment.Feedbackcanhelprevealblindspots,aswellashighlightstrengthsthatmayhavebeenneglected.

Consistentfeedbackfromavarietyofsourcesisalsomorecompellingandmoredifficulttorationalize.It’sdifficulttoblamenegativeperceptionsontheunfairnessofone’sbosswhenco-workers,directreports,orcustomerscorroboratetheresults.

INDIVIDUALDEVELOPMENTINCTION:ACASESTUDY

Oneoftheworld’slargestchemicalcompaniesappliedalloftheseprinciplesinawaythatgaveitstechnicalandprofessionalemployeesworldwideawayofplanningandachievingtheirdevelopmentgoals.

Intheearly1990s,thecompanyevaluateditssuccessionplanninganddevelopmentsystemsanddiscoveredthatmovingpeoplethroughaseriesofjobsdidn’tnecessarilyresultinthedevelopmentoftheleadershipskillstheyneeded.Atthesametime,thecompanyconductedamajorstudythatconcludedthattheleadershipqualitiesthathadbeenrewardedinthepastweren’tthesameasthosethatwouldbeneededtomakethecompanysuccessfulinthefuture.Italsobecameclearthatthecompanywouldbemoresuccessfulifdevelopmentopportunitieswereavailabletoeveryoneinthetechnicalandprofessionalranks,eveniftheydidn’twanttomoveintomanagementorweren’tidentifiedas“highpotentials”earlyintheircareers.

Thecompanywantedtoprovideclearexpectationsaboutwhatskillsandabilitieswouldbeneededforthefuture,andalsowantedtoprovideaprocessforemployeestomeetthoseexpectationsoverthelongterm.Asafirststep,theyidentifiedinbehavioraltermstheleadershipfactorsthathadbeenidentifiedascriticaltothecompany’sfuture.EachofthesedimensionswasdescribedbyeachoftheFourStages,sothathighperformancewasdescribedinawaythatwasachievable