Successful Career Management , livre ebook

Thorogood Publishing - Stuart McAdam

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111 pages

English

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"Successful Career Management" written by Stuart McAdam, argues that the economic upheavals of the opening decade of the 21st century have necessitated new perspectives on corporate strategy and career choices - this book will be of interest to business leaders, managers and job seekers alike.As organisations restructure upsize and downsize, the need to retain - and continue to attract - talent remains paramount. Yet talent management is often seen as a corporate activity done to employees rather than with them. The consequence of such an approach may unintentionally encourage individuals to look elsewhere for career opportunities. Paradoxically, many people fail to assume sufficient personal ownership of their own career management. They may lack understanding necessary to proactively pursue their own aspirations. They may focus on external opportunities, without fully exploring possibilities within their current organisation. The book explores the importance of individuals to have their own means of determining whether it's better to move on or stay. "What's the 'Return on Me' this organisation may be able to provide?" is a question we should all ask ourselves.This is particularly important in today's environment, where moving on may be more difficult than in the past. Leveraging the opportunities available - but untapped - in your current organisation is therefore worth serious consideration. The ethos of the book is not about making you someone you are not; rather it will support making you the individual you have the potential to be.Organisations can do more to genuinely engage with their workforce; the deliverables expected from employee engagement may also become blurred, with "vicarious employee engagement" rather than active employee engagement coming out the winner, at least in the short term. Supervisors and line managers are frequently ignored as key links in the process.

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Strategic management

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Publié par	Thorogood Publishing
Date de parution	04 avril 2014
Nombre de lectures	0
EAN13	9781854188199
Langue	English

Informations légales : prix de location à la page 0,0371€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

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First published in eBook format 2014 Thorogood Publishing Ltd 10-12 Rivington Street London EC2A 3DU Telephone: 020 7749 4748 Email: info@thorogoodpublishing.co.uk Web: www.thorogoodpublishing.co.uk
© Stuart McAdam 2014
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, photocopying, recording or otherwise, without the prior permission of the publisher.
This book is sold subject to the condition that it shall not, by way of trade or otherwise, be lent, re-sold, hired out or otherwise circulated without the publisher’s prior consent in any form of binding or cover other than in which it is published and without a similar condition including this condition being imposed upon the subsequent purchaser.
No responsibility for loss occasioned to any person acting or refraining from action as a result of any material in this publication can be accepted by the author or publisher.
A CIP catalogue record for this book is available from the British Library.
ISBN: (10) 1854188194 (13) 9781854188199
Acknowledgements
Many people have helped to get this book into print, some without realising it! Special thanks are due to:
Anthony Wills, Emma Gant, Claudia Knüsel, Marie Jose Platzer, Tim Johnson, Laura Miles, Dan Miles, Michael Moran, Diana Wright, David Robertson, Melanie Jones, Tracey Gleed, Keith Boyfield, John Engestrom, Dan Zegibe, Celia Baxter, Melanie Robertson, Clara Geary, Matthew Andews, Oliver Hibbert, Anne Williams, John Hatton, Angus Frew, Malcolm Gregory, Matthew K McCreight, Richard Parker, Adrian Furnham, Justin Phillimore, Alison Vickers, Steve Nuttall, Laura Dale Williams, and Sophie Huxtable.
About the author
Stuart McAdam has occupied a variety of senior roles during his career, necessitating strategic understanding, operational management skills and a pragmatic, hands-on approach to delivering effective, lasting change.
He worked for the local government employers organisation, LACSAB (Local Authorities' Conditions of Service Advisory Board) as a Principal Officer in one of the national pay bargaining teams and subsequently for the Confederation of British Industry focusing on effective employee communications and involvement. He was a Principal Consultant at KPMG and then Group HR Director at M&G Reinsurance and became the Executive Board Member responsible for Global HR at Swiss Re Life & Health when M&G Re was acquired. He was subsequently Global HR Director at GE SeaCo, the container leasing business. He has worked as an executive search consultant, focusing on Risk and Actuarial needs and was a Lecturer in Management Studies at Nene College, Northampton.
Stuart attended Marling School, Stroud and read International Politics at Lancaster University, subsequently gaining an MA in War Studies from Kings College London and an MBA from Bradford University. He is a licensed Master NLP Practitioner and trained as an executive coach at the School of Coaching and The Tavistock Institute. He is a registered user of a number of psychometric tools including the Hogan inventories. He is a Chartered FCIPD, FRSA and a Member of the Association for Coaching.
He has contributed articles to a variety of journals and spoken at a number of conferences. He co-wrote “ Be Your Own Management Consultant ” (FT Pitman), along with a chapter on the same theme for the “ FT Handbook of Management ”. He contributed a chapter on Talent as part of the Henry Stewart Management series and his book, “ Executive Coaching ” (Thorogood Publishing), recently became available in Polish as well as English.
Stuart is Principal Consultant at New Futures Consulting focusing on executive coaching, talent and career management and the effective management of change.
New Futures Consulting
New Futures Consulting offers solutions to corporate and personal challenges.
The economic upheavals of the opening decades of the 21st century have necessitated new perspectives on corporate strategy and career choices. We live in an environment characterised by increasingly rapid change, which brings with it both uncertainty and opportunity. In such circumstances, organisations and individuals may unconsciously revert to unproductive patterns of behaviour. This may cause a much heralded transformation to emerge instead as a re-formation, delivering significantly less benefit than expected or required. New Futures Consulting helps organisations and individuals recognise, understand and productively mitigate these behaviours, paving the ground for sustainable, successful change.
As organisations restructure, upsize and downsize, the need to retain - and continue to attract - talent remains paramount. New Futures Consulting advises on talent and career management, assessing and benchmarking talent for organisations undergoing change; and support re-energising employee engagement and performance management processes. The role of the line manager as talent spotter and coach has been significantly underestimated; we run small group training in executive coaching skills for line managers to address these issues.
Rapid change, high levels of pressure or sudden professional or personal reversals can also derail individuals. The need to assimilate speedily to the culture of a new organisation also presents fresh demands. Our individually tailored executive coaching programmes address these needs.
Preface
“If you want a happy ending, it just depends on where you close the book.”
Orson Welles
Some years ago, as a newly appointed Group Human Resources Director, I espoused the notion of the importance of “employability” for our workforce. Whereas today “employability” has far wider currency, at this time the issue of what an individual might need to do in terms of gaining experience and skills to enhance their suitability for future roles was less well understood. On reflection I may have pushed the significance of employability with too much enthusiasm, since the response to this notion was not always positive. In part this arose from a culture in which “the Company” rather than the individual held prime accountability for career development; and the notion of personal ownership, particularly in a business with a high proportion of long-serving staff and a paternalistic culture, was no doubt disconcerting. This was also an organisation which had not experienced large-scale change and, as a consequence, the tools and processes needed to underpin a shift towards more personal ownership were not – yet – in position. An additional burden that some people paradoxically carried was their concern that dispassionately reviewing their career options was somehow “disloyal” to the current employer. Just as some have imposter syndrome, feeling themselves to be unworthy in their current role, so might others feel it to be “unworthy” to look elsewhere. This is well illustrated by the comment of an individual who took some time to decide to make a career move: “I am fairly resistant to change and very reluctant to disappoint, (which) has meant I have often stayed in a role or organisation for a little longer than I necessarily should have.”
Over the years I have reflected on this dilemma and today see an even greater need for individuals to have their own means of determining whether it’s better to move on or stay. “What’s the ‘Return on Me (ROM) ’ this organisation may be able to provide?” is a question we should all ask ourselves.
A recent report by the Chartered Institute of Personnel and Development exemplifies the importance of understanding your career options and reported in 2013 that 20% of employees say they would be looking for a new job in the next 12 months. The Institute (CIPD “Megatrends, 2013) questions whether the “current state of the labour market is simply encouraging a lot of employees to ‘sit tight’ in their jobs until the economy recovers or whether we have seen a shift to a labour market that is less dynamic”. In either case, the rationale for moving on or staying put requires careful consideration.
I see the need to differentiate between talent management and career management: the former being a corporate activity and potentially done to employees rather than with them; the latter individually focused but frequently lacking sufficient personal ownership and understanding to deliver the required outcome. As an individual contemplating their own career ambitions told me: “It may be important to the organisation to have the right number of talented people, but to me it’s potentially my one and only career opportunity.” This is particularly important in today’s environment, where moving on may be more difficult than in the past. Leveraging the opportunities available – but untapped – in your current organisation is therefore worth serious consideration. That said, “downsizing” and restructuring are very much a fact of life, so the option of staying put may prove illusory. Consequently it is best to be prepared; passively waiting for outplacement to help you re-enter the labour market is a very risky approach.
As my estimable history master Mr Pankhurst drummed into me, it is risky to generalise on anything. And by the time you read this book there may well have been shifts on many levels – organisational, personal, political and economic. Indeed, as I am writing, the IMF is sounding alarm bells about the slowing growth of the BRIC (Brazil, Russia, India and China) along with other emerging economies and the condition of the Portuguese finances. Riding the change curve is all about knowing where you are now, and anticipating where change may take you – and whether this is where you wish to be taken! Having the tools, energy and confidence to take personal ownership of your career management and destiny is fundamental. This can of course be potentially very uncomfortable whatever your job.
For leadership teams a change such as a