Career models in the future
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The document discusses career models and choices. It defines a career as a person's sequence of work experiences and positions over time. Contemporary career theories include boundaryless careers where people have movement between organizations, protean careers that are values-driven and self-directed, and kaleidoscope careers where individuals focus on work-life balance, authenticity, and challenge. The document also discusses factors that influence early career choices, career anchors that represent a person's self-image, and questions organizations and employees should consider about careers and capabilities, opportunities, and ambition. It notes the shift from traditional linear careers to contemporary non-linear careers driven by an individual's competencies and values across organizations.
Career models in the future
- 1. Career Models and Choices- some reflections
- 2. What is a ‘Career’? Progress through life in a particular vocation (Guralnik 1978) An evolving sequence of a person’s work experiences over time (Arthur et al. 1989) The steady ascent of a hierarchy, the accumulation of expertise in a profession or movement through positions towards mature stability (Nicholson 1996) The sequence of employment related positions, roles, activities and experiences encountered by a person (Arnold 1997) The sequence of occupational positions that a person holds during their life (Savickas 2001) A set of occupational experiences and roles that makes up a person’s working life (Olsson 2003) How might we reframe the definition of a ‘career’ for the future?
- 3. Factors that influence early career choices Questions: - What % of people truly follow their teenage passions as careers? - How big is the role of ‘Chance events’ in career choices?
- 4. Career Anchors Technical competencies Managerial competencies Security and stability Entrepreneurship / creativity Autonomy/ independence Dedication to a Cause Pure challenge Life style Employability Work/family balance Spiritual purpose Original Five (Schein, 1978) Additional three (Schein, 1985) New (early 21st century suggested by Baruch) Career Anchor is the evolving self-image, including self-perceptions of motives, skills and values. The anchor is those elements of the self-image that people would not give up if they are forced to make a choice.
- 5. Contemporary Career theories: Boundary-less Careers Boundary-less Careers • No limits or constraints • Career self- management • Movement through many organisations • Lateral/Diagonal movements • Psychological mobility Protean careers • Values driven and self-directed career management • Requires ability to rearrange and repackage knowledge, skills, and abilities to meet the demands of a changing workplace Kaleidoscope careers • Individuals focus on 3 career parameters when making decisions. (a) authenticity (being true to oneself; (b) balance (equilibrium between work and non-work demands); (c) Challenge Multistage Life theory (Lynda Gratton) • Multistage life of continuous learning and flexible working • Technology will further empower and de-centralize people (Gig economy) Independent, individually driven and subjective career advancement, without certain constraints
- 6. Career in an organization: Traditional Influencers at Work Capabilities • Training • Continuous Learning • Mentorship • Learning through peers Opportunities • Performance/Growth of the organization • Internal job postings and talent management process • Networking Ambition • What’s my Purpose? Motives? • Role models • Recognition & Rewards Growth Influencers at work
- 7. The 3 Questions Organizations are asking or should be asking now? 1. How can we build the capabilities of people to take the organization and them to the future? 2. How can we provide opportunities for career growth- relevant and at the right time? 3. How can we reinforce their ambition and motivate them? The 3 Questions Employees are asking or should be asking now? 1. How can I build my capabilities- skills, experiences- for the future? 2. How can I identify the right opportunities for career growth? 3. What is my purpose? What drives me? The questions we should be asking
- 8. Careers – a plethora of choices for organizations to make, often influenced by industry dynamics Here? • Learning is fully led by the individual • Open internal marketplace • Appointment to roles based on manager discretion • Loose career principles – based on best available Or there? • Company directs relevant learning • Company managed internal staffing through identification of hi-potentials • Strong internal assessment centers and certification guidelines • Clear career principles and guidelines- used in staffing Question: What does research tell us about the success of each of these and under which contexts?
- 9. EXTERNAL MARKETPLACE VERTICAL MOVEMENT LATERAL MOVEMENT INTERNAL MARKETPLACE • Possible to skip levels depending on destination org size and industry • Restricted by Org structures and policies • Performance and potential count • Restricted – because external marketplace demands relevant experience • Skip movements only possible in case of entrepreneurship or Startups • Easier – usually associated with no Salary increment • Skip movements rarely possible
- 10. The Infosys story Career development includes growth through diverse experiences and challenges - i. Career Bridges (Advanced Programming, Design, Analytics, Consulting) ii. Mobility and job rotation Programs iii. Career enrichment programs for high potentials Employees are in charge of steering their Careers now – i. Access to internal marketplace (IJP, Accelerate projects) ii. Self-assessment tools to help employees navigate careers (Compass) Organization-wide focus on building a culture of continuous learning - i. Anytime, anywhere, any device Learning (LEX, Digital Tutor, Knowledge Hub, Lab on cloud) ii. On-demand and Self-directed learning tools enabling employees to reskill and be future ready Careers followed a prescribed path and Growth primarily meant Linear Progression Careers were designed around positions, not experiences Promotions were primarily linked to tenure and performance Employees had limited access to the internal marketplace Learning and Re-skilling was driven by organization needs and demands OVER A DECADE AGO NOW
- 11. The Shift from Traditional to Contemporary Careers Defined in terms of relationship to an employing organization Career Management by Organization Linear progression up the firm’s hierarchy seeking to obtain greater extrinsic rewards Increased globalization and geopolitical volatility Rapid technological advancements (AI, Robotics and Cognitive Technologies Increased workforce diversity Changing nature of work, flexible work Increasing life spans and hence work lives Changing family structure Demographic upheaval (Millennials, Women) Sharing economy, crowdsourcing More focused on experiences and competencies that exist across firms Self-directed approach to careers that is driven by an individual’s own values Nonlinear, discontinuous paths which are more flexible, portfolio and dynamic Traditional Careers Contemporary CareersForces of Change
- 12. To conclude.. Many changes in the air! The concept of N=1 is fast gaining ground, thanks to technology. Flexible career development options, including fast track careers based on skills, capabilities and performance, and interests of employees. ‘Hi-potential’ : being redefined! But, the concept of a career needs redefinition for the future world- to a multistage career without organizational boundaries!