CareerFit Workshop MBA Career Management Pre-term 2017

CareerFit Workshop MBA Career Management Pre-term 2017

Welcome! Please pick up your CareerLeader results at the front of the room before the workshop begins. 2 MBA Career Management

SUCCESS Achieving Career Success and Satisfaction High Medium Low 0 50% 100% SATISFACTION 3 MBA MBACareer CareerManagement Management

Agenda In today’s session we will: 1. Learn how to interpret your CareerLeader results 2. Practice articulating your background and goals with peers 3. Receive feedback on your goals from peers using the CareerLeader results 4 MBA MBACareer CareerManagement Management

Clarify your career goals: Multiple Perspectives YOUR PERSPECTIVE Multiple Perspectives To validate your career goals use different sources to gain perspective YOUR CAREER GOALS CAREERLEADER RESULTS PEER FEEDBACK 5 MBA MBACareer CareerManagement Management

CareerLeader: Best-in-class Career Assessment Designed for MBAs and business professionals - Used by 94 of top 100 MBA programs Highly reliable and valid Based on sample of 500,000 global business professionals Incorporates quantitative results for discussion with Career Advisor 6 MBA MBACareer CareerManagement Management

What is CareerLeader? – 5 Core Results # Results Examples Enterprise Control, Managing People and Teams Interests 8 Motivators 13 Power and Influence, Intellectual Challenge Skills 41 Teamwork, Influence, Comfort with Risk, Delegating Career Match 33 Investing Banking, Entrepreneurship, Retail Management Culture Match 4 If results are all “Mid” the culture match should not have any problems. High/Low require greater exploration What What if if II disagree disagree with with my my results? results? Action: Action: Do Do your your due due diligence diligence to to understand understand its its meaning meaning Attitude: Attitude: Defensive Defensive maybe maybe accurate accurate Confused Confused maybe maybe not not accurate accurate Possibility: Possibility: Anomalies Anomalies 7 MBA MBACareer CareerManagement Management

Interests Application of Technology* Define: Interests refer to 8 broad domains of work Changeable: Highly stable in adults Use: - Most important factor in determining the right choice for your career - Alignment to career is best predictor of success and satisfaction Range: Results are percentiles High: 80-100 Mid: 40-79 Low: 0-39 Coaching & Mentoring Creative Production Enterprise Control Influencing Others Managing Teams & People Quantitative Analysis Theory Development & Research *Possibly mislabeled as the focus of the interest is more related to an interest in process improvement than an interest in technology per se . 8 MBA MBACareer CareerManagement Management

Motivators Altruism Affiliation Autonomy Financial Gain Define: Motivators are personal values related to work Changeable: Your most important motivators will tend to be fairly consistent over time. Use: High motivators are a “need to have” low motivators do NOT need to be avoided. Since you can't have everything, your motivations help you to prioritize and make trade-off’s. Scoring: ranked by importance: High: 9 Mid: 4-8 Low: 4 Intellectual Challenge Lifestyle Managing People Positioning Power & Influence Prestige Recognition Security Variety 9 MBA MBACareer CareerManagement Management

Skills Interpersonal Effectiveness (11) Define: Skills are acquired through education, training and experience Changeable: Yes, they change with use and additional development Use: Identify which skills you possess and which skills you need to develop for a target job. Don’t pursue a careers just because you have the skills for the role. Note: There are both personal and cultural differences in how people self-rate their skills. If you think you tend to "undervalue" your own skill level take that into account when considering your results. Scoring: Results are percentiles High: 80-100 Mid: 40-79 Low: 0-39 Analysis & Strategic Decision Making (11) Bringing Management Structure (9) Power & Influence (10) 10 MBA MBACareer CareerManagement Management

Career Matches Accounting Investment Banking Project Management Advertising Account Mgmt. Investment Management Real Estate Development Biz Dev & Sales Law Real Estate Finance Commercial Banking Management Consulting Research & Development Management Entrepreneurship Management in Science Development Retail Management Finance in Corporation Settings Marketing Sales Management Financial Planning & Stock Brokerage Mgmt. of New Product Development Securities Trading General Management Non-Profit Management Strategic Planning Human Resources Management PE Investment Supply Chain Management Information Systems Management PR & Communications Training & Organizational Development Institutional Securities Sales Production & Operations Management Venture Capital High match to your ideal job you are likely a good fit Low match to your ideal job spend time digging deeper Don’t be discouraged or give up your dream Don’t dismiss the results or immediately re-take the assessment Identify how are you different from most people in that role Assess if the differences will affect your satisfaction & success Determine if you are truly a good fit Results: High: 80-100 Mid: 40-79 Low: 0-39 11 MBA MBACareer CareerManagement Management

Culture Match Define: Four common personality traits Changeable: Highly stable in adults. Use: Consider the culture match traits when choosing a company. “Middle” scoring candidates, can likely adapt to most work environments. The Higher and Lower scoring candidates may have difficulty adapting to corporate cultures too different from their own personalities. Innovation & Change Note: Similar to personality, it is not necessarily “good” or “bad” to be high or low on a Culture Match trait. Precision & Planning Scoring: Results are non-numerical. Very High High Middle Low Very Low Collaboration & Consideration Extraversion & Decisiveness 12 MBA MBACareer CareerManagement Management

Summary of 5 Core Results CORE RESULT # Interests SCORE High Mid Low 8 80-100 40-79 0-39 Motivators* 13 9-12 4-8 0-3 Skills 41 80-100 40-79 0-39 Career Match 33 80-100 40-79 0-39 Culture Match 4 Very High Middle Very Low *Motivators are the only section of CareerLeader that is rank ordered rather than a percentile. 13 MBA Career Management

Your Online Profile 14 MBA Career Management

Wharton MBA Profile Items WG18 WG19 Interests Enterprise Control Enterprise Control Motivators Positioning Positioning Power & Influence Skills Work Ethic Teamwork Critical Thinking Quick Thinking Strategic Thinking Gaining Trust Comfort w/Differences Work Ethic Teamwork Critical Thinking Quick Thinking Gaining Trust Strategic Thinking Comfort w/Differences Leadership Confidence Respect for Others 15 MBA Career Management

Small Group Discussions

Peer Advising Activity Directions: Use the steps below for the Peer Advising activity 1 Student (5 minutes) 2 Advisors (5 minutes) Describe your last 2 jobs. Discuss likes & Discuss Student’s CareerLeader dislikes Share your short and long-term career goals Note which careers in CareerLeader are your top choice (even if they were not your top scores on the assessment) results while Student listens and takes notes (Student: no talking! Eat your lollipop!) Use Discussion Prompts during conversation Interests & Motivators: Circle the top 3 and the lowest 3 interests & motivators What do the top 3 scores tell you about the Student? Do the highest and lowest scores explain their likes/dislikes? Do they match the Student’s stated goals? Outside of the career goals, what jobs could the Student pursue to engage her/his interests? Do the low scores seem to create a “fit” problem for the stated goals? Career Match Are the top three careers similar to the stated goal? 3 Group (5 minutes) Student: Share your insights and response on what you have heard Advisors: Continue dialog with Student Conclusion What bottom line career advice do you have for the Student about their career goals? 1717 MBA Career Management

Advisor’s Notes Directions: Advisors should use this worksheet to take notes during STEP 1 as the Student discusses their previous roles, likes & dislikes. Student’s Name: Position and Industry Likes Dislikes Past Previous Short-Term Future Long-Term Future 18 MBA Career Management

Student’s Notes Directions: Student should use this worksheet to take notes during STEP 2 as the Advisors discuss your CareerLeader results in the context of the topics below. (Remember: No talking! Eat your lollipop!) Interests Motivators CareerMatch Conclusions & student’s response to feedback: 1919 MBA Career Management

Debriefing What did you learn today? How will you incorporate the feedback you received today into your first career advising session with our office? 20 MBA MBACareer CareerManagement Management

When to Pull Out Your Results AUGUST SEPTEMBER SETTING GOALS Talk with an advisor about the feedback from today’s session DECEMBER SPRING DECIDING WHERE TO APPLY CHOOSING AN OFFER 21 MBA Career Name Management of Initiative

CareerFit Part II CareerFit Part II: Defining Your Calling and Mission Timing: Q1 Presented by MBACM Details: date and time to be posted soon on SPIKE calendar and you will receive an email 22 MBA Career Management

Next Steps Discuss CL results with a Career Advisor during Pre-Term (August 17, 18, 21-25) Attend Industry Chats (August 29 - September 7) First Year advising appointments (starting September 5) 23 MBA Career Management

Appendix Stability (i.e., reliability) Test-Retest Correlations over a Six Month Period Mean Test-Retest Correlation over Six Month period .77 Long Term (Six Year) test-retest Correlations Mean test-retest correlation over Six Year period .60 Validity Culture CareerLeader scores correlate directionally with the Strong Interest Inventory This study has shown that, while there are statistically significant differences for the fundamental dimensions of business career interests across national cultures, these differences are notably small in terms of their effect on the overall variability of scores on the business career interest dimensions themselves. Most of the variation in business career interests comes from variables unique to the individual and cannot be attributed to national culture Gender X Culture The significant interaction effect of national culture and gender indicates that, to a limited extent (given the small size of the interaction effect), gender differences for business interests vary across national cultures *Note we are happy to share two research studies about CareerLeader 25 MBA Career Management