The classic CV has had its day
Today's careers are no longer as straightforward as they were twenty years ago. Career paths are becoming increasingly complex, unpredictable and individualized.
In our cooperation with our customers, we are continually confronted with the fact that the classic curriculum vitae - straightforward and step by step the career ladder climbing upwards - becomes increasingly rare.
Different job models
Digitization, demographic change and the change in values that are characterized by the generation Y make sure that professional images are dying out, new ones are emerging and the understanding of career is changing massively. Careers of the future will look like a mosaic, spreading out from a first stone in all directions.
There will be a coexistence and succession of permanent employment and project work, self-employment, deliberately chosen time-outs and temporary engagements. Five years as a leader in one Company This is followed by two years of project work and then a longer break for the family before returning to a managerial position or becoming self-employed.
New career pictures like this will soon form the rule. If they are planned and promoted accordingly, I am convinced that they contribute to diversity in working life as well as in organizational development and promote competitiveness in an increasingly open workplace and corporate reality.
Breaks in the CV are evidence of additional skills
Fractions and reorientations in the CV are, in my opinion, nothing negative and companies do well to adjust themselves in time.
Because the breaks indicate additional competences. Before I joined our family-oriented personnel and career advisory, I worked for two years as an attorney in an international law firm.
I asked myself more and more frequently whether the lawyer's job was the right job for me. By way of a detour into the strategy consulting, I finally dared to take 2003 into the family business and started as a customer caretaker. From today's point of view, it was just the right decision, because I realized that I am very happy with dealing with different people and situations.
Hire for attitude, train for skills
Anyone who over the course of his or her career has noticed that he has moved too far from his strengths and values should be able to improve his career plan without affecting the labor market as a whole.
For me as an employer: Hire for attitude, train for skills. For what is the best employee when attitude, personality and potential do not fit into the company philosophy? If they agree, it is much more important to recognize talent and to use it in the right place in the company.
Strengthen your strengths
Eckart von Hirschhausen said so beautifully and fittingly:
"Strengthen your strengths, instead of fiddling with the weaknesses!".
In a world of work characterized by career change, change, and break, workers will see their careers become more global in the future. Companies will need to focus on strengthening and talent-oriented people planning and development.
Dealing with Mosaic Careers: 4 Tips for Business
But how can you prepare for change as a company? An overview of my most important tips.
Tip 1: Develop a new career culture!
- Focus the talent management on the strengths of the employees.
- Train executives to talent scouts that focus not only on the needs of existing jobs, but also on identifying and promoting the potential of their employees.
- Create and communicate examples of modern careers (executives as role models).
- Offer platforms for dialogue and self-reflection (eg, meetings, workshops).
Tip 2: Professionalize and build the existing instruments!
- Use existing instruments that have proven themselves, such as talent reviews or potential assessments, and develop them further.
- Enable executives to use existing tools; this can also be accompanied by a simplification of the instruments in order to make their use more practical.
- Create spaces for training and exchange.
Tip 3: Create equal opportunities for career forms
- Think about how you can establish a material and strategic equivalence for different career forms (eg, through support programs that address not only young talent, but also professionals).
- Change your compensation landscape step by step.
- Create examples and success stories.
Tip 4: Implement the concept of the life-phase orientation
- You are interested in the life stages of your employees and offer flexible career models for different sections of your life (parenting, nursing, voluntary activities).
- Encourage the lifelong learning of your employees: Informally acquired competences through voluntary commitment and family life are to be recognized as learning and experience development as formally demonstrable qualifications.
Generation Y defines career differently
In practice, mosaic careers are still the exception today. The reason: many employees continue to combine successful careers with the rise in leadership positions.
But the younger generation of the 20-30-age-group defines career differently: career is less and less the pursuit of the given, but offers the freedom in the course of our lives several times to start a career and to reinvent ourselves more often.
The understanding of career has to change
The understanding of career must therefore change - in companies and individuals. The human resources departments and managers have to start, because they will play a central role in this change process and become drivers of development!
Read also the blog contribution on the topic "5 tips for the career of the future" from my colleague Caterine Schwierz!
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