download

  • View
    657

  • Download
    0

Embed Size (px)

DESCRIPTION

 

Text of download

  • 1. CareerLeader - CollegeTraining: February, 2008

2. Why Career Assessment?

  • Distinguish signal from noise: Find the right path(s), avoid the wrong ones
  • Find the right culture
  • A focused, efficient, effective search
  • Succeed in interviews
  • Succeed on the job

3. HowCareerLeader IsDifferent From Other Tools

  • Business career specific (broadly speaking)
  • Assesses all of the big three
  • Both prescriptive and informative
  • Careers, culture, cautions

4. Select Users

  • MBA ProgramsU.S.
  • Harvard UniversityUniversity of PennsylvaniaWharton
  • Stanford UniversityU.C. BerkeleyHaas
  • CornellJohnsonCarnegie-Mellon UniversityTepper
  • MITSloanUniversity of Chicago
  • DukeFuquaNorthwesternKellogg
  • DartmouthTuckUCLAAnderson
  • Columbia University Boston CollegeCarroll
  • EmoryGoizuetaUniversity of TexasMcCombs
  • Yale UniversityUniversity of MichiganRoss

5. Select Users

  • MBA ProgramsInternational
  • INSEADCheung Kong Business School
  • Shanghai Fudan Nanyang Technological Institute
  • IMD (Lausanne) Indian School of Business
  • HKUST Shanghai Jiaotung
  • Cambridge University Universidad Austral (Santiago)
  • Sun Yat Sen Lingnan Chinese University of Hong Kong
  • University of Oxford Melbourne University
  • Kaist (Korea) HEC (Paris, Montreal)
  • Tsinghua University CEIBS

6. Select Users

  • Undergraduate ProgramsU.S.
  • Indiana UniversityUniversity of Texas at Austin
  • Ohio State University Southern Methodist University
  • University of Michigan Texas Christian University
  • Columbia UniversityWashington University
  • University of Colorado California State UniversityFresno
  • Wellesley College Colorado State University
  • Babson College University of Illinois (2)
  • Emory University Georgia State University

7. Select Users

  • Undergraduate ProgramsInternational
  • HEC (Montreal) Tecnologico de Monterey
  • University of Victoria Nanyang Technological University
  • York University University College of Dublin
  • University of Toronto Australian National University
  • Concordia UniversityCatholic University of Portugal
  • McGill UniversityNational University of Singapore
  • Nottingham UniversityUniversity of Western Ontario

8. Select Corporate Users

  • America OnlineMicrosoft
  • Novartis Booz Allen Hamilton
  • Becton DickinsonVISA International
  • EF EducationLee Hecht Harrison
  • Marico IndiaBain and Company
  • Manpower, Inc. Boston Consulting Group

9. What Its Good For

  • Mission
  • Culture
  • Career Achilles heels

10. What Its Not

  • Questions about strategy
    • Too many starting points
    • Too many end points

11. Who Its Good For

  • Business students
  • Pre-law students
  • Many liberal arts and engineering students

12. Who Its Not

  • Pre-med students
  • Pure science students
  • Other specialty students (e.g. music, performing arts)

13. Theory and Science 14. Career Assessment: Context

  • 1920s: E.K. Strong and the scientific study of careers
  • Strong Vocational Interest Blank
  • 1970s: John Holland and the RIASEC model
  • Strong-Campbell Interest Inventory

15. Why Focus on Interests?

  • Stability
  • Energy
  • Competitive advantage

16. Interests Seek Expression Rewards/Motivators Abilities Interests 17. Even in the Face of Skill Deficits Rewards/Motivators Abilities Interests 18. Even Despite Reward Deficits Rewards/Motivators Abilities Interests 19. Expression: Become an artist Financially secure Talented Interest in art 20. Expression : Teach art history Financially secure Not talented Interest in art 21. Expression : Open a gallery Not financially secure Not talented Interest in art 22. In the Beginning

  • Twenty-plus years of research into the match between people and careers
  • Specifically, discovering the core interests of people in business careers

23. Periodic Table of Elements 24. How are Chemical Elements and Core Interests Alike?

  • Elements cant be divided
  • The periodic table comprisesallthe ingredients for entire universe
  • Core interests cant be divided
  • They compriseallthe ingredients for any job, any function, any industry, any level, anywhere in the world

25. The Eight CoreBusiness Interests 26. The Core Business Interests

  • Application of Technology

27. The Core Business Interests

  • Application of Technology
  • Creative Production

28. The Core Business Interests

  • Application of Technology
  • Creative Production
  • Theory Development and Conceptual Thinking

29. The Core Business Interests

  • Application of Technology
  • Creative Production
  • Theory Development and Conceptual Thinking
  • Quantitative Analysis

30. The Core Business Interests

  • Application of Technology
  • Creative Production
  • Theory Development and Conceptual Thinking
  • Quantitative Analysis
  • Counseling and Mentoring

31. The Core Business Interests

  • Application of Technology
  • Creative Production
  • Theory Development and Conceptual Thinking
  • Quantitative Analysis
  • Counseling and Mentoring
  • Managing People and Relationships

32. The Core Business Interests

  • Application of Technology
  • Creative Production
  • Theory Development and Conceptual Thinking
  • Quantitative Analysis
  • Counseling and Mentoring
  • Managing People and Relationships
  • Influence through Language and Ideas

33. The Core Business Interests

  • Application of Technology
  • Creative Production
  • Theory Development and Conceptual Thinking
  • Quantitative Analysis
  • Counseling and Mentoring
  • Managing People and Relationships
  • Influence through Language and Ideas
  • Enterprise Control

34. Application of Expertise

  • Application of Technology
  • Creative Production
  • Theory Development and Conceptual Thinking
  • Quantitative Analysis

35. Working with People

  • Counseling and Mentoring
  • Managing People and Relationships

36. Power and Influence

  • Enterprise Control
  • Influence through Language and Ideas

37. Assessing the EightCore Interests 38. Measuring Core Interests

  • Be a mayor Study physics Design a bridge
  • 0 = I would not like this
  • 1 = I would like thisto a limited extent
  • 2 = I would like this
  • 3 = I would very much enjoy this

39. 40. 41. 42. 43. 44. 45. 46. 47. Standard Scores and Percentiles

  • 70=98 thpercentile 45=32 ndpercentile
  • 65=94 thpercentile 40=16 thpercentile
  • 60=84 thpercentile35=6 thpercentile
  • 55=68 thpercentile30=2 ndpercentile
  • 50=50 thpercentile

48. The Bell Curve (Normal Distribution) 49. Accounting 50. Sales and Sales Management 51. Management of Information Systems 52. Public Relationsand Communications 53. Human Resources Management/ Corporate Training 54. Investment Management 55. Investment Banking 56. Commercial Banking 57. Productions andOperations Management 58. Finance In Corporate Settings 59. Validity Data

  • Discovering Your Career in Business
  • Journal of Career Assessment, Vol. 12, No. 3 (August, 2004)
  • Journal of Career Assessment(in press)

60. Cross-Cultural Validity

  • 100,000 business professionals in 84 countries
  • 2=0.014 for males, 0.015 for females: 1.5% of variance

61. Nationalities Studied

  • Australia
  • Brazil
  • Canada
  • China
  • France
  • Germany
  • India
  • Japan
  • Mexico
  • South Korea
  • United Kingdom