Administration and Interpretation of the Career Profile Inventory

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Administration and Interpretation of the Career
Profile Inventory

• Envisia Learning
• 3435 Ocean Park Blvd. Suite 203 ? Santa Monica,
  CA 90405
• [phone] ? [phone] Fax
• http//www.envisialearning.com

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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.

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BALANCING INDIVIDUAL AND ORGANIZATIONAL NEEDS
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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

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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

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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.

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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

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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

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OPD Employee Engagement Study (N163) Significant
Differences (all ps lt .01)
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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

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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

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

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USES OF THE CAREER PROFILE INVENTORY

• Career Counseling
• Executive/Management Coaching
• Supervisory Training
• Management Development
• Career Resource Centers
• Assessment Centers
• Outplacement

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CAREER PROFILE INVENTORYONLINE ADMINISTRATION
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SUMMARY OF SCALESCAREER PROFILE INVENTORY

• CAREER STAGE
• CAREER PATH PREFERENCE
• POLITICAL STYLE ORIENTATION

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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)

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COMBINATIONS OF CAREER INTERESTS AND SKILLS
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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

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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

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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 __

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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 __

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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 __

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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

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CAREER PROFILE INVENTORYCAREER STAGE SCALE

• ENTRY
• DEVELOPMENT
• BALANCED
• EXPLORATION

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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.
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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.

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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.

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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.

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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.

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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

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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

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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.

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CAREER PROFILE INVENTORYCAREER PATH PREFERENCES
RESULTS
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CAREER PROFILE INVENTORYCAREER PATH PREFERENCES

• MANAGERIAL
• GENERALIST
• SPECIALIST
• ENTREPRENEURIAL

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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

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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

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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
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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

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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

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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

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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

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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

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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

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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

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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

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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?

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CAREER PATH PREFERENCECOMMON BLENDS

• Entrepreneurial Specialist External
  Consultant
• Generalist Specialist Internal Consultant
• Entrepreneurial Manager Entrepreneurial
  Leader
• Generalist Manager Program Manager

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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.

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CAREER PROFILE INVENTORYPOLITICAL STYLE
ORIENTATION SCALE

• PROMOTER
• STRATEGIST
• TEAM PLAYER
• INDEPENDENT PLAYER

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CAREER PROFILE INVENTORYPOLITICAL STYLE
ORIENTATION

• Impression Conflict
• Management Management
• Political Style Orientation

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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

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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
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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
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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

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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?

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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.