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CareerLeaderCareerLeader

CareerLeader®-College Training: February, 2008


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


How CareerLeader® Is Different From Other Tools

Business career specific (broadly speaking)

Assesses all of the “big three”

Both prescriptive and informative

Careers, culture, cautions


Select UsersMBA Programs—U.S. Harvard University University of Pennsylvania—Wharton

Stanford University U.C. Berkeley—Haas

Cornell—Johnson Carnegie-Mellon University—Tepper

MIT—Sloan University of Chicago

Duke—Fuqua Northwestern—Kellogg

Dartmouth—Tuck UCLA—Anderson

Columbia UniversityBoston College—Carroll

Emory—Goizueta University of Texas—McCombs

Yale University University of Michigan—Ross


Select UsersMBA Programs—International INSEAD Cheung 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


Select UsersUndergraduate Programs—U.S.Indiana University University of Texas at Austin

Ohio State University Southern Methodist University

University of Michigan Texas Christian University

Columbia University Washington University

University of Colorado California State University—Fresno

Wellesley College Colorado State University

Babson College University of Illinois (2)

Emory University Georgia State University


Select UsersUndergraduate Programs—InternationalHEC (Montreal) Tecnologico de Monterey

University of Victoria Nanyang Technological University

York University University College of Dublin

University of Toronto Australian National University

Concordia University Catholic University of Portugal

McGill University National University of Singapore

Nottingham University University of Western Ontario


Select Corporate UsersAmerica Online Microsoft

Novartis Booz Allen Hamilton

Becton Dickinson VISA International

EF Education Lee Hecht Harrison

Marico India Bain and Company

Manpower, Inc. Boston Consulting Group


What It’s Good For

Mission

Culture

Career “Achilles’ heels”


What It’s Not

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


Who It’s Good For

Business students

Pre-law students

Many liberal arts and engineering students


Who It’s Not

Pre-med students

Pure science students

Other specialty students (e.g. music, performing arts)


Theory and Science


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


Why Focus on Interests?

Stability

Energy

Competitive advantage


Interests Seek Expression

Rewards/MotivatorsRewards/Motivators

AbilitiesAbilities

InterestsInterests


Even in the Face of Skill Deficits


AbilitiesAbilities

InterestsInterests


Even Despite Reward Deficits


AbilitiesAbilities

InterestsInterests


Expression: Become an artist

Financially secureFinancially secure

TalentedTalented

Interest in artInterest in art


Expression : Teach art history

Financially secureFinancially secure

Not talentedNot talented



Expression : Open a gallery

Not financially secureNot financially secure

Not talentedNot talented



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


Periodic Table of Elements


How are Chemical Elements and Core Interests Alike?

Elements can’t be divided

The periodic table comprises all the ingredients for entire universe

Core interests can’t be divided

They comprise all the ingredients for any job, any function, any industry, any level, anywhere in the world


The Eight Core Business Interests


The Core Business Interests Application of Technology



Creative Production



Creative Production

Theory Development and Conceptual Thinking



Creative Production


Quantitative Analysis



Creative Production



Counseling and Mentoring



Creative Production




Managing People and Relationships



Creative Production





Influence through Language and Ideas



Creative Production






Enterprise Control


Application of Expertise

Application of Technology

Creative Production




Working with People




Power and Influence

Enterprise Control



Assessing the Eight Core Interests


Measuring Core Interests

“Be a mayor” “Study physics” “Design a bridge”

0 = I would not like this…

1 = I would like this…to a limited extent

2 = I would like this…

3 = I would very much enjoy this…


Standard Scores and Percentiles

70=98th percentile45=32nd percentile

65=94th percentile40=16th percentile

60=84th percentile 35=6th percentile

55=68th percentile 30=2nd percentile

50=50th percentile


The “Bell Curve”(Normal Distribution)


Accounting

AT QA TD CP CS MP EC IN


Sales and Sales Management



Management of Information Systems



Public Relations and Communications



Human Resources Management/Corporate Training



Investment Management



Investment Banking



Commercial Banking



Productions and Operations Management



Finance In Corporate Settings



Validity Data

Discovering Your Career in Business

Journal of Career Assessment, Vol. 12, No. 3 (August, 2004)

Journal of Career Assessment (in press)


Cross-Cultural Validity

100,000 business professionals in 84 countries

η2 =0.014 for males, 0.015 for females: 1.5% of variance


Nationalities Studied

Australia

Brazil

Canada

China

France

Germany

India

Japan

Mexico

South Korea

United Kingdom

United States


Reliability Data Core Business Interest

Consistency over Time

Application of Technology .66Quantitative Analysis .85Theory Development .82Creative Production .83Counseling and Mentoring .86Managing People and Relationships .77Enterprise Control .74Influence through Language and Ideas .81


More on the Interest Assessment

Personal highs

General Business Interest Index

Gender

Insufficient items


Core Business Interests: GeorgeApplication of Technology 34

Creative Production 42

Theory Development 48

Quantitative Analysis 36

Counseling and Mentoring 63

Managing People 57

Influence—Language and Ideas 63

Enterprise Control 40


Core Business Interests: MarthaApplication of Technology 65

Creative Production 41

Theory Development 54

Quantitative Analysis 69

Counseling and Mentoring 39

Managing People 46

Influence—Language and Ideas 39

Enterprise Control 60


Assessing 13Core Motivators


Motivators Financial Gain Managing People

Variety Intellectual Challenge

Lifestyle Autonomy

Altruism Prestige

Security Affiliation

Recognition Power and Influence

Positioning


More on Motivators

Stability over time

Conflict between motivations

Insufficient items


Assessing 41Core Abilities


Analytical Problem Solving

Critical Thinking Quick Thinking

Quantitative Analysis Creativity

Strategic Thinking


Taking Initiative

Leadership Action Orientation

Flexibility Political Skill

Persistence Delegating

Resilience Multiple Focus

Work ethic Power Orientation


Taking Initiative (2)

Decisiveness Comfort with Risk

Influence Time Management

Day-to-Day Responsibility

Recognition of Opportunity


Interpersonal Effectiveness

Comfort with Differences Sociability

Conflict Tolerance Teamwork

Motivational Ability Empathy Skills

Organizational Priority Self-Control

Written Communication Assertiveness


Interpersonal Effectiveness (2)

Openness to Criticism Listening Skills

Sensitivity/Tact Merit Orientation

Projection of Confidence Respect for Others

Ability to Compromise Gaining Trust

Oral Communication Ability to Teach


More on Abilities

Message if responses are generally too negative (or positive)

Confidence item adjustment

Insufficient items


After the Assessments


Careers Matched (Beacons) Accounting Advertising account management Commercial banking Entrepreneurship Finance in a corporate setting Financial planning and stock brokerage General management Human resources management


Careers Matched Information systems management Institutional securities sales Investment banking Investment management Management consulting Management in science and engineering Marketing management New product development


Careers Matched Non-profit management Private equity investing Production and operations management Public relations and communications Real estate development Real estate finance Research and development management Retail management


Careers Matched Sales and sales management Securities trading Strategic planning and business development Supply chain management Training and organizational development Venture capital


CultureMatch™ Dimensions

Social Assertiveness

Structure and Attention to Detail

Openness and Imagination

Cooperation and Harmony


Results and Resources

Personalized Professional Report

Online information (common to all users)


Online Resources Information about each career

measured, and why user came up (or didn’t) as a “high match”

“Sketches” of a variety of industries

Tips on how to assess an organization’s culture


Online Resources (2) Other aspects of culture to consider

Tips on how to have great interviews

Advice about how to strengthen weaknesses

Information about career “Achilles’ heels”


Online Resources (3) A way to compare the user’s interests

with those of successful people in a variety of careers

Advice about how to choose an industry


Key Career Characteristics

Interests and their implications

Strongest motivators

Strengths and weaknesses

Cultural tendencies

Career “Achilles’ heels”


The Administrators’ Site(careerleader.com/cf/univ/add)

User name: add

Password: minister


Using CareerLeader® with Students


“But…”

“I already know what I want to do. Why should I use CareerLeader?”


“But…”

“I already know what I want to do. Why should I use CareerLeader?”

“I already know what I’m interested in and motivated by and good at. Why should I use CareerLeader?”


“But…”

“CareerLeader said I should be a [career X], which is totally wrong!”

“CareerLeader didn’t show a good match between me and [career Y], and I know that’s what I want and what I’d be great at!”


“Nuts and Bolts”

No fee for set-up

$20 per student for first 500 (annually)

$10 for students 501-…

Students have full access until graduation


Need Help?

Your questions: Your account manager (or [email protected])

Your students’ questions: [email protected]


The End

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career achilles

core business

core interests

talented interest

quantitative

select users

career assessment

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