ams career development co final
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Ams Career Development CoTRANSCRIPT
© 2007 Hewlett-Packard Development Company, L.P.The information contained herein is subject to change without notice
Americas RegionRalph Lipizzi
Services Customer Operations – Career Development
Career Development at HP
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“We are very committed to long-term career development, education and job rotation to develop our people…we have a very attractive company in the sense that we have multiple business models in the company across multiple geographies. This provides many unique, exciting career opportunities...”
Mark HurdApril 2008
What is career development to you?
We think about it differently
Promotion? Education? Income?
Geography? Assignments? A journey?
4 CO Career Development Manager Training - March 2009 - HP Confidential
5 CO Career Development Manager Training - March 2009 - HP Confidential
Career opportunities at HP
HP offers career and development opportunities across many different business models, customer segments, geographies and functions…
Geographies
• AMS• EMEA• APJ
Business models
• IPG• PSG• TSG
CustomerSegments• SMB• Consumer• Enterprise
Functions
• HR• Legal• Finance
…enabling our people to grow and win with HP
6 CO Career Development Manager Training - March 2009 - HP Confidential
Steps to building your career
1 Understand your career goals – leverage career assessment tools and frameworks
2 Start career dialogue with manager – get input, feedback and guidance
3 Create career action plan – highlight development experience priorities
4 Search job opportunities across HP to explore potential next roles
5 Create candidate profile on Job Searcher
6 Apply for new jobs when ready
7 CO Career Development Manager Training - March 2009 - HP Confidential
You own your career, HP supports & enables
• Offers career development opportunities across many business models, customer segments, geographies & functional roles
• Delivers career development policies, tools and resources:
−Grow@hp−Career Development Resource Center−Career Development Frameworks−HP Professions program−FPR process
• Drives staffing solutions to optimize internal placement, e.g., hpFirst
• Takes responsibility for career
• Regularly seeks feedback
• Assesses his or her strengths, opportunities, goals, and aspirations
• Identifies career goals, development needs and potential next jobs
• Prepares for and initiates career dialogue with manager
• Co-develops actions with manager and executes plans
• Creates career profile and applies to new jobs when ready
HPENABLES
HPENABLES
EmployeeOWNS
EmployeeOWNS
• Commits to career growth for employees
• Hires the best talent• Communicates
strategy, goals and performance feedback
• Encourages open, candid dialogue on career options
• Discusses potential future roles, opportunities, fit
• Co-develops actions, enters development plan into FPR tool
• Provides guidance, timely feedback, support and removes barriers to growth
ManagerSUPPORTSManager
SUPPORTS
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hpFirst – HP’s approach to hiring and developing the best talent
HP looks first to internal talent to fill open jobs
Managers think first of HP employees to fill jobs
Employees look first to HP for career growth
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Managers
HP talent is considered first
Maintain high standards for hiring
Support growth of employees even if it means moving them to another area
Hiring managers contact employees current manager prior to interview for recommendation/readiness
Hire best talent from across HP
HR
Drive hpFirst process • Visibility• Internal Search
Include diverse candidate slates whenever possible
Promote use of Career Development Frameworks and hpFirst
Building careers with hpFirst
Employees
Responsible for career planning with manager, and for identifying and applying to jobs
Maintain a complete and up-to-date profile in Job Searcher
To be eligible for open position, must be in current role at least 1 year and performing well
Should inform manager when applying for a new job
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Development is more than trainingEducation 10%• Professional journals• Conferences/seminars• E-learning/Blended Learning• Books• Formal “Training”
Relationships 20%• Role models• Coaching• Ongoing 360 feedback• Career Planning• Mentoring
Experience 70%• Cross-functional teamwork• Start-up/Shut-down assignments• Job change/rotation• Special projects/taskforces• Development in role “on the job”
10%
70%
20%
Learn
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Develo
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Learn
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Develo
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70% Experience – Making it HappenCreating job experiences is not as obvious as picking a training class from a website — while it requires more up-front work, the long-run benefits are greaterQuick ways to learn from experience (usually takes 4 hours or less) Volunteer to lead knowledge transfer
sessions with people who leave your organization
Deliver presentations inside or outside of HP
Reflect on your job experiences to date using available self-assessments
Act on behalf of a manager or team member in meetings or activities
Create an Action Learning Group on a topic to pose questions, share problems & new ideas
Benchmark your team’s approaches & processes with other organizations
More in-depth ways to learn from experience (takes a day or more) Volunteer for a cross-functional team working
outside your area of expertise
Go on a customer site visit
Improve or develop a specific process
Get yourself loaned to another organization for a short term (1 to 4 week) assignment
Volunteer to lead a taskforce or special team
Take a stretch assignment or special project outside of your comfort zone or expertise
Offer to be the vacation back-up for someone to learn more about their job
Do a job rotation
For more details search @hp portal for keywords: Experiential Learning Resources
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20% Relationships – Making it HappenBuilding relationships requires an investment of time, but pays significant rewards Regularly ask for candid feedback from your manager,
other managers, and your peers
Look at the HP Professions website and subscribe to a Profession http://intranet.hp.com/TSG/WW2/professions
Create informal or formal mentoring relationships [information available on the HP Professions website, see above]
Get involved in professional associations related to the work you’re doing or hope to do in the future
Organize “Lunch & Learn” sessions to learn from others
Teach others to solidify your own knowledge of the subject & develop relationships
Find an expert or someone who does work you want to do, then shadow them for a day or volunteer to work with them
Create or join best practice forums to share ideas & build relationships
Update your profiles in Job Searcher (new jobs) and grow@hp (talent management)
For more details search the @hp portal for keywords:
Experiential Learning Resources
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10% Education – Making it HappenIt’s more than just training classes—you have many other free or low-cost options
Read books, professional articles, customer surveys, and competitive analysis reports (available free through HP’s MarketWatch service)
Many free or low-cost online training classes are available from Grow@HP
Use HP’s Career Development Frameworks to educate yourself about your career options
Check your organization’s websites & talk to managers to find out about the job roles and skills that will be in high demand; consider them for your development plan
Create an Action Learning Group on a topic you want to learn more about; use the group to pose questions, share resources & ideas
Look for formal benchmarking studies to improve your organization’s processes
Ask your manager if you qualify to participate in development programs specific to your organizationFor more details search @hp portal for keywords: Experiential Learning
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My Career at HP•Role and Responsibilities at HP
•Current role: Front Line Manager for the MPS CAA team. Responsible for the MPS CAA
operations delivering quality invoices to our MPS customers, manage one of the 3 groups
approximately with 20 people.
•Prior role: Business lead for the MPS CAA team. Responsible for providing support to the
CAA team with questions/processes, supporting approximately a team of 20 people.
•Prior role: SMB Canada Contract Administrator, responsible for delivering on time quotes to our SMB Canada customers.
•Success and Challenges
• Challenge: Career moving from individual contributor to a business lead to a Frontline
manager
•Successes: stabilizing the MPS team in a period of 2 years. Helped out building
processes and metrics when there was nothing in place. The team now is a lot more mature
and stable and a lot had to do because of her leadership.
My Career Development @HP• How I developed my career at HP
• Learned from experiences , any mistake that has been made in the past should be use as a learning later when
a new challenge or a problem arise.
• Being able to switch to a different department even if it’s a lateral move
will allow to increase your overall knowledge of an organization and could
give you career advantages when a new opportunity shows up.
• Building and maintaining mentors (in official or no official programs)
• Networking!
• Requesting any type of feedback to your manager and direct reports
• Attending L&D training or looking at Grow@hp for trainings (leadership,
communication, financial, etc)
• Get involved in projects that might not be fully under your scope but it will allow you
to increase your knowledge and give you a wider perspective of things
• Speaking up and sharing always your opinions will help market you within different partners, groups, people..
Career Success Story Services Customer Operations
Name: Emilia Guillen
Current Role: MPS CAA Frontline Manager
Number of years with HP: 4 years
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Q&A