Talent Management is One Part Mindset

Career Compass

1. Non alignment of personal vs org goals 2. T& D 3. Pay

One Part Practices One Part Technology

Giving Those that Have the Talent Mindset the Capability to Deliver

Demographic Shifts and Workforce Have

Created a War for Talent! Mobilink, Ufone,Telenotr, Warid, Zong,Insurance Aging Workforce + Less Skilled huge number of young Workforce = Talent Crisi Human Resource or Liability Career Compass
Numbers of jobs and workers, in millions (adjusted for multiple job-holding)

190 180 170 160 150 140 1990 2000

Projected Gap In Skilled Workers by 2020

15 Million

Skilled Jobs Unskilled Jobs Work Force

2010

2020

Global Needs Answers to Key Questions

Are we retaining the best employees and where did we recruit them from? Who are our top performers? How can we hire and develop more people like them? Do workers have the skills needed to achieve performance goals? Are the learning initiatives positively impacting performance? Where is talent demand outpacing supply? How much is turnover costing in customers? In productivity? In innovation? In quality? What are the financial consequences of talent decisions on our business?

Career Compass

Career Compass
Decide which stage of product life Cycle you are 1 in (intro/Growth/Maturity/Decline) Decide the descending order in which you rate 2 to be important for you (M,C,Q,P) If `M` is important , rate on a scale of 1 to 10 3 the criteria to find out which uis better Rate on a scale of 1-10 ( 1 = poor , 10 is excellent)
1. 2. 3.
4.

C P Q
M

3. Maturity

1. 2. 3. 4.

M C P Q

2. Growth

1.

4.Decline

1.Marketability after `3` years

2. Compensation 3. Quality of work life 4. Power

1. 2.

M C

1. Introduction

Career Compass

Company `A`

Company `B`

Years of Existence 2 Size of company 3 Ranking w.r.t. current company 4 Ranking in Industry 5 Is MNC more likely to pick from company `A` or `B` 6 Growth ACGR 7 Clarity of Focus 8 Well-defined Strategy 9 Rich Pipeline 10 Diversity of Segment 11 Turnover rate 12 Relationship with supervisor 13 Relationship with owners 14 Delegation Culture 15 Empowerment Culture 16 Say in Recruitment & Selection of field force 17 Say in promotional budget planning 18 Say in incentive policy design 19 Learning perspective 20 Closeness to strategic top level thinking vs. Middle level operational job 21 Market reputation 22 Customer Heart Share 23 Customer Mind Share 24 Systems and processes 25 Consistency of Policies 26 Vision ( being practiced) 27 Mission ( being practiced ) 28 Market research Planning tools
1

Career Compass

Restoring Employee Engagement

1. Too bad deal and suffer

I Dont like

my job
Alternatives are `two` 3. Adjust 2. Change your job

Career Compass

Ask the person ; a) Getting Work Done is frustrating

b) you feel you are not well matched Ask to what? 1. People Factor 2. Work a) Routine b) Trouble shooting c) Project Blend to motivate 3. Values Small-can be adjust Major change the job

1. 2. 3. 4.

Goals??? do they know Resources do they these Progress skills

Managing People who are Managing you

I
2. Co-Worker 3. Dept Head 1. Customer

Identify them who are those 5-6 people in my role the one driving u crazy

Career Compass

C Connect with them E Explain to them _____ _____

6. Boss

Me
4. HR /Admin

_____

5. Finance

1.Reliable 2. Predictable 3. Responsible

Role Set Theory

Our Primary Role Set comprises of 5-6 people Our Role Set drive >80% of our workplace behaviour KPIs

1.They have Expectation 2.They define Rewards

Sanctions

T R U S T

Learning to Say `No

Career Compass

Vebalised Summary Objectives

(Daily/Weekly/Monthly)

What Who

You are trying to do You are trying to do it with The Elevator Pitch

XYZ Statement
I spend X of my resources Working with Y On Z results

Fighting Boredom and Anxiety

Max Engagement
High

Challenge how difficult it is

Career Compass

Many feel Anxious Challenge Skills Help

Max Engagement
State is called Flow Wk

+ Projects
Scope

>Responsibility
You are bored > Skills, > Challenge

Low

Skills

High

Smart Managers Read Behaviours

Task Focus High
Regulate 1. Allow Analysis -Yes 2. Dismiss Data - No Direct 1. Allow Authority-Yes 2. Over control - No

Career Compass

Responds To Environment

Help

Shapes the Environment

Stabilizes 1. Allow Analysis -Yes 2. Dismiss Data - No

Inspire 1. Get Excited -Yes 2. Stop conversation- No

Simple Rule 1. Give them what they want 2. Read Behaviour dont label

People Focus

Talent Life Cycle

Talent Planning Measure and Report Recruiting

Career Compass

Succession Planning

Performance Management

Compensation

Learning & Development Career Planning

Talent Management System

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Drive for Performance Strategy vs marketplace Alignment with personal goals /corporate goals People and role Evaluation Fit Growth Link to skills Behaviours measureable Monitor and feedback on gaps

Career Compass

Corporate Corridors `

Career Compass

fraternity statement for Leaders Leaders are very lonely people, All their life they walk on a road that has no `U` turn, There is no margin of error And the competition is most unkind

15

1st Prize : Rs.100,000 2nd Prize : Rs: 25,000

This show is for : Birds of forward flight, people of tomorrow Quantum Leap (very few) 16 Unlocking Potentials (Michael Angelo ,,,,,setting free the spirit) Copyright : Master Trainer Copy

Career Compass

MORAL COMPASS
YESTERDAYS MAPS DONT REFLECT THE PRESENT OR THE FUTURE YOUR MORAL COMPASS IS MUCH MORE RELIABLE IN NEW FRONTIERS

Career Compass

The 7 Successful Habits of Leaders.

7 Sharpen saw

Interdependence

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Understand Synergize 5 6 PUBLIC VICTORY

Think win-win 4

Independence
1st 3 things 1st

habit = knowledge + skill + desire

PRIVATE VICTORY 1 2 Be Proactive End in mind

Dependence

Live, Love, Learn, Leave a legacy

Meaningful Life

Career Compass

Strategic Visions

Strategic Time Management

CORE & Professional Competence

Leadership

Prioritization

Determination

Share

Inspire

Facilitate

Destination

Leadership Metaphor: A van filled with people going to a destination

Driving Skills The Road
+ Vision + Competence + Inspire + Now + Life + The ability to prioritize + Share + A meaningful life + You + Azm (Determination)

Career Compass

Driving along this road

Map
Character of a driver Convincing everyone in the van that the destination that you want to go to is the best for them.

Fuel

Driver Present Location

Live, Love, Learn, Leave a legacy

Circle of Concern

Career Compass

Circle of Influence

Live, Love, Learn, Leave a legacy

Circle of Concern

Career Compass

Circle of Influence

Career Compass

Eight Characteristics of Principle Centered Global Leaders

23

Career Compass

These traits not only characterize effective global leaders, they also serve as signs of progress for all of us.

24

Eight Characteristics of Centered Global Leaders

They are continually Learning They are Service oriented They Radiate positive energy They believe in Other people

Career Compass

They Lead balanced lives They see Life as an adventure They are Synergistic They exercise for Self Renewal

25

Eight Characteristics of Global Leaders

Career Compass

They are continually Learning

Principle centered people are constantly educated by their experiences. They read, the seek training, they take classes, they listen to other they learn through both their ears and their eyes. They are curious and always asking questions. They continually expand their competence, their ability to do things.

26

Eight Characteristics of Principle Centered Global Leaders

Career Compass

They are Service oriented

Those striving to be principle centered see life as a mission, not as a career. Their nurturing sources have armed and prepared them for service. In effect, every morning they yoke up and put on the harness of service, thinking of others.

27

Eight Characteristics of Principle Centered Global Leaders

Career Compass

They Radiate positive energy

The countenances of principle centered people are cheerful, pleasant, happy, their attitude is optimistic, positive, upbeat. Their spirit is enthusiastic, hopeful, believing. This positive energy is like an energy field or an aura that surrounds them and that similarly charges of changes weaker, negative energy field around them.
28

Eight Characteristics of Principle Centered Global Leaders

Career Compass

They believe in Other people

They dont overreact to negative behaviors, criticism, or human weaknesses. They dont feel built up when they discover the weakness of others. They believe in the unseen potential of all people. They feel graceful for their blessings and feel naturally to compassionately forgive and forget the offenses of others.

29

Eight Characteristics of Principle Centered Global Leaders

Career Compass

They Lead balanced lives

They read the best literature and magazine and keep up with current affairs and events They are active socially, having many friends and few confidants. They are active intellectually, having many interests. They observe and learn within the limit of age and health. They have healthy sense of humor, particularly laughing at themselves and not at others expense.

30

Eight Characteristics of Principle Centered Global Leaders

Career Compass

They see Life as an adventure

Principle centered people savor life, their security lies in their initiative, resourcefulness, creativity, willpower, courage, stamina and native intelligence rather than in the safety, protection and abundance of their home camps, of their comfort zones.

They rediscover people each time they meet them.

31

Eight Characteristics of Principle Centered Global Leaders

Career Compass

They are Synergistic

Synergy is the state in which the whole is more than the sum of the parts. They are change catalysts. They improve almost any situation they get into. They work as smart as they work hard. They are amazingly productive, but in new and creative ways.

32

Eight Characteristics of Principle Centered Global Leaders

Career Compass

They exercise for Self Renewal

They regularly exercise the four dimension of the human personality: Physical, mental, emotional and spiritual. They exercise their minds through reading, creative problem solving, writing and visualizing, emotionally they make an effort to be patient.

33

Eight Characteristics of Principle Centered Global Leaders

Final thought
Career Compass

Those principals of self renewal will gradually produce a strong and healthy character with a powerfully disciplined, service focused will.

34

Success is Predictable And anyone now can become successful by focusing on stregths

Career Compass

This is a wonderful time to be alive There have never been more opportunities for more people to accomplish more of their goals both personally and professionally Q. Why? Ans . we know more today then ever before how to achieve better results in more areas of business then ever before

Executives must navigate a tricky set of changes in their leadership focus and skills, which I call the seven seismic shifts. They must learn to move from Compass

Career

specialist to generalist, analyst to integrator, bricklayer to architect, problem solver to agenda setter, warrior to diplomat, and supporting cast member to lead role
. Like so many of his peers, Harald had trouble negotiating most of these shifts. To see what makes them so difficult, lets follow him through each of them, as he confronts unnerving surprises, makes unwarranted assumptions, encounters entirely new demands on his time and imagination, makes decisions in ignorance, and learns from his mistakes. From the research it is observe that people have eight discernible characteristics who are principle centered leaders

36

Watch their thoughts, they will become their words Watch their words, they will become their actions
Career Compass

Watch their actions, they will become their habits

Watch their habits, they will become their character

Watch their character, it will become their DESTINY

Career Compass

Competency Based Interviewing Skills Technique Training

Structure of the CBI

Introductions (setting at ease) 5mins Explain interview procedure (5 - 10 mins) Guidelines for the interview Specifics about current/past roles (20 mins) 3 to 5 Competency questions (15 - 20 mins each) Candidate questions (10 mins) Close and next steps

Career Compass

Key points to remember

Look for codable data, even in the career overview section Try to get the candidate to give you a visual picture of the event Ask for conversations and feelings Continually emphasise I rather than we TAKE DETAILED NOTES

Career Compass

WHY?

Career Compass

90% of employees are hired on their technical capability100% are fired due to their attitudes and behaviours

Recent survey by Morgan & Banks - 1000 Australian CEOs

Career Compass

Behaviors Attitude Value Belief

What is competency?
Behaviour
Knowledge Know-how/ Skills Acquired

Career Compass

Attitudes

Values
Beliefs

Intellectual & Emotional Traits

Innate

Career Counseling & Talent Management with Emotional Intelligence.

Why are Competencies Important?

Behaviour
KXSXA

Career Compass

Dr. B
Board Certified Genius Healer I help people help themselves Accurate EMPATHY Resourceful Power

Dr. A. Board Certified Genius Expert I`m smart Arrogance Personal Achievement

Attitudes

Values
Beliefs
Career Counseling & Talent Management with Emotional Intelligence.

Why are competencies important

Career Compass

Skill Knowledge

Necessary for top performance but not sufficient

Social Role Self-Image Trait

Characteristics that provide motivation and lead to longer-term success

Motive

Competency Casual Flow Model

Intent
Career Compass

Action
Behaviour

Outcome
Job Performance

Personal Characteristics

Motive Trait Self image Social Role/values Knowledge Skills

Competency Definitions
Motive - natural & constant thoughts in particular area that
Career Compass

determines the outward behaviour e.g. wanting to influence the behaviour of others for the good of the organisation

Trait a typical way of behaving e.g being a good listener Self image an individual`s perception of his identity e.g seeing
self as manager or developer of people e.g. being flexible & open to change

Social Role/values the image that is projected to others

Knowledge useable information that an individual has in a

particular area e.g. in-depth information about competitors dermatologist

Skills An individuls ability to do something well e.g. detail ICONto a

The more complex & dynamic the job..

Career Compass

Competencies

Low

Job Complexity

High

..the more important are competencies in predicting performance

Competencies
Knowledge
Attitude

Harder to develop

Career Compass

Motives Traits Beliefs

Values
Low

Skills

Easier to develop

Benefits of CBI based Recruitments

Improved accuracy of selecting the best from the rest Better job person fit Reduced turnover Lower recruitment cost Shorter learning curve

Career Compass

Benefits of CBI based Interviewing

Shared responsibility Objective measure of behaviours Minimise biases Common language Best predictor of future performance is past performance

Career Compass

Shared Values and Global Competency Framework

Leadership Results Focus Leadership Results Focus Collaboration Leadership Customer Focus Change Orientation

Career Compass

Innovation Results Focus Change Orientation

Leadership Innovation Results Focus Change Orientation

Collaboration Customer Focus Professional Competencies Leadership

Communication Collaboration Leadership Change Orientation

Core competencies
COLLABORATION
team work, building relationships/networks, creating partnerships, exploiting diversity, using the skills of others.

LEADERSHIP
Leading by example motivating and inspiring others creating a high performance organisation

Career Compass

INNOVATION
initiative creativity risk taking problem solving

RESULTS FOCUS
meeting commitments delivering results tenacity

COMMUNICATION
listening skills Adapting different communication styles Negotiating and influencing others

CHANGE ORIENTATION
developing self and others coaching adapting to change managing change

CUSTOMER FOCUS
Understanding and responding to customers Communicating with customers Creating solutions to meet customer needs

BUSINESS ACUMEN
understanding The industry financial acumen

Professional Competencies
FUNCTIONAL EXPERTISE

Career Compass

specialised expertise to be successful in a particular job or family, such as general management, sales and marketing, finance, and human resources

Competency Based Selection Process

Identify competencies before recruiting Incorporate required competencies into the recruiting process - advertising, head hunting Consider competencies when short listing Panel interviews - minimum two persons
First interview - line manager and HR CBI interview Second interview - line manager and immediate superior

Career Compass

Structure of CBI course

What are competencies Competency dictionary Structure of a Competency Based Interview Competency Based Interview Questions What is Codable data Rating the interview Role plays and exercises

Career Compass

Selecting competencies
Identify core and professional competencies required for the position During a CBI you can ask only 4 or 5 competency questions Select the most critical competencies for a role

Career Compass

Choosing your questions

Collaboration
Teamwork, creating partnerships
Possible T argeted Questions for T his Competency Give me an example of a situation where you were an active member of a team. Tell me about a time when you promoted the work of your team within the organisation. Describe the most difficult or challenging team of which you have been a part. What made the team difficult? H ow did you handle the situation? Think of a time when you helped others manage a difference of opinion. What was your approach and what was the end result? Tell me about a time when the team decided to do something that you did not agree with? H ow did you work this out?

Career Compass

Building relations ships/ networks

Possible T argeted Questions for T his Competency Tell me about a time when you needed to build credibility and trust with a colleague or manager in order to develop a relationship with him/her. What was your approach to earning his/her trust and confidence? Think of a relationship that you have maintained with a colleague or manager that has been difficult. Tell me about the last time that you leveraged one of your internal relationships in order to accomplish a business-related goal. Tell me about a time when you needed to get others on board in order to accomplish a work related goal. H ow did you go about doing this? Describe a situation where you needed to build internal support for an idea or initiative that you were attempting to get accepted within N ovartis. Whose support did you target and how did you gain their assistance?

The Competency Based Interview

As an interviewer, think of your role as that of the investigative reporter The interview is designed to elicit and record evidence of the presence/absence of a candidates competencies from examples of what they have done in the past The interview structure is critical to minimising the inevitable subjective evaluations and bias that creep into many interviews

Career Compass

Concentrates on a small number of key factors

A means of collecting STARs , and look for FACTs not views or beliefs

Career Compass

S T A R

Task Situation Action Result

Look for

STAR

F
Find A C

Career Compass
Feelings- what was he feeling

Action what action did he take

FACT

Context is this a relevant context (sales,cost of selling,profitability)

Thought- what was he thinking

Career Compass

In behavioural interviewing the accuracy of applicant evaluation and hiring decision is based on the interviewers ability to collect useful behavioural information

For this purpose

three ingredients must be present :

the Situation or Task leading to applicants actions the specific Actions taken or not taken by applicant the Results or changes caused by these actions

STAR & FACT TECHNIQUES

A. Complete STAR B. False STAR C. Needs situation / Task D. Needs Action E. Needs Result A. Complete STAR B. False STAR C. Needs situation / Task D. Needs Action E. Needs Result

Career Compass

1. The salesman told me he had promised

the customers work that afternoon but I went to the dentist for my appointment instead of working overtime.

2. Someday I plan to take a speed reading

course so I can get through my paperwork faster

A. Complete STAR
B. False STAR C. Needs situation / Task D. Needs Action E. Needs Result

3. I wasnt able to remember the recommended pressures on all the feeder lines, so I used some free time and painted the p.s.i. on the lines. After that I never had to worry about keeping that book with me.

STAR TECHNIQUES
A. Complete STAR B. False STAR C. Needs situation / Task D. Needs Action E. Needs Result

Career Compass

4. When I first joined the company the way we handled customer billings was a real mess. There was no system at all.

A. Complete STAR B. False STAR C. Needs situation / Task

D. Needs Action
E. Needs Result

5. I was really great at handling employee complaints whether they were pay problems, working conditions, I really nipped them in the bud.

Career Compass

Demonstration of a CBI

Codable data rules

Career Compass

past not present tense

specifics about an event not

generalities what he/she did, said or felt

Career Compass

Role Plays
Interview Set-up
Competency questions

Why Interview Errors Occur

Career Compass

Weakness in the interviewing method -Lack of uniformity -Lack of objectivity -Failure to recognize limitations of interview -Time restraints -Lack of training on part of interviewer

Absence of viable objectives

Why Interview Errors Occur

Career Compass

Inadequate preparation for interview Poor time management

Ineffective communication skills

Interviewer bias and prejudices

How To Make The Interview More Valid And Reliable

Proper selection system Involvement of HRD in the hiring process Training of interviewers Structured interviewing Panel interviewers reduce bias

Career Compass

Use Behavioural and Situation interviewing techniques

Career Compass

DOS
Prepare for each interview, allow plenty of time Put applicant at ease Use a form or take notes Create friendly environment Ask open, broad questions Wait for answers 80% of talk should be applicant's Avoid bias Ask "hard" questions after rapport established (2nd interview especially Listen carefully

Career Compass

DOS
Use encouraging body language and words Compliment when appropriate Never express opinions, only facts Follow-up on "red flags", fully and immediately Get precise information Allow the candidate to ask questions, put time aside Study candidate Consider whole person Make applicant feel that the decision both of you are making is important Encourage the applicant to keep talking, even when he/she seems to be finished

Career Compass

DONTS
Don't behave in a superior manner Don't use trick questions Don't express surprise or disappointment at "red flag" Don't jump to conclusions Don't sell company short or criticize competitive companies Don't oversell Don't keep candidate in the dark about job or hiring process Don't use leading questions Don't let superficial mannerisms fool you

Career Compass

DONTS
Don't rush candidate into decisions

Don't lose control of interview Don't have interviews interrupted Don't compromise your selection needs to fill a job Don't help the candidate answer questions (but do encourage him to talk) Don't fill a position until you have interviewed 3-4 good prospects Don't do all the talking Don't spread out the entire process, keep the hiring period compact

Some terms that are often used in a Global Team building context. Which ones do you think define what a Global Team is

Career Compass

A group of people

Synergy

Having one aim

Whole > Sum

Co-operation

Flexibility

Working together

Reporting to one boss

Serving one customer

Career Counseling & Talent Management with Emotional Intelligence.

Global Team Building

Career Compass

Global Team Building

1. A Global Team is a group of people working towards a common goal 2. Global Team building is a process of enabling the Global Team to achieve that goal 3. The stages involved include clarifying the goal, identifying the inhibitors and removing them. 4. The nature of the Global Team building varies in terms of scale, and what you are trying to achieve:

Career Compass

Career Compass

Type of Global Team building

Individual

Scale 1 person 2-12 people

What is changed Individual skills and perceptions

Small Global Team

Global Team Islands Organisation

Relationships between people

Relationships between Global Teams The culture of the organisation

2 or more Global Teams

15+ people

Career Counseling & Talent Management with Emotional Intelligence.

Ten characteristics of well-functioning Global Teams: Purpose: Members proudly share a sense of why the Global Team exists and are invested in accomplishing its mission and goals. Priorities: Members know what needs to be done next, by whom, and by when to achieve Global Team goals.

Career Compass

Roles: Members know their roles in getting tasks done and when to allow a more skillful member to do a certain task.
Decisions: Authority and decision-making lines are clearly understood. Conflict: Conflict is dealt with openly and is considered important to decision-making and personal growth.

Ten characteristics of well-functioning Global Teams: Personal traits: members feel their unique personalities are appreciated and well utilized. Norms: Group norms for working together are set and seen as standards for every one in the groups. Effectiveness: Members find Global Team meetings efficient and productive and look forward to this time together. Success: Members know clearly when the Global Team has met with success and share in this equally and proudly. Training: Opportunities for feedback and updating skills are provided and taken advantage of by Global Team members.

Career Compass

Guidelines for effective Global Team membership:

Contribute ideas and solutions
Career Compass

Recognize and respect differences in others Value the ideas and contributions of others

Listen and share information

Ask questions and get clarification Participate fully and keep your commitments Be flexible and respect the partnership created by a Global Team -- strive for the "win-win" Have fun and care about the Global Team and the outcomes.

Characteristics of a high-performance Global Team:

Participative leadership - creating an interdependence by empowering, freeing up and serving others. Career Compass Shared responsibility - establishing an environment in which all Global Team members feel responsibility as the manager for the performance Global Team. Aligned on purpose - having a sense of common purpose about why the Global Team exists and the function it serves. High communication - creating a climate of trust and open, honest communication. Future focused - seeing change as an opportunity for growth. Focused on task - keeping meetings and interactions focused on results. Creative talents - applying individual talents and creativity. Rapid response - identifying and acting on opportunities

Global Team Building

Global Team building must be: Global Team building must NOT be:

a way of life the responsibility of every Global Team Member a continuous process about developing a clear and unique identity focused on a clear and consistent set of goals concerned with the needs and ambitions of each Global Team member recognizing the unique contribution that each individual can make an awareness of the potential of the Global Team as a unit results oriented

a short term, flavor of the month imposed without regard to peoples feelings spasmodic reserved for only some members of the Global Team an excuse for not meeting personal responsibilities a process where actions clearly contradict intentions seen as a chore

Career Compass

Groups vs Global Teams

Groups little communication no support lack of vision exclusive cliques the whole is less than the sum of its parts seeks to hide its identity leaves new members to find their own way but insists on conformity leader manipulates Global Team to own ends

Career Compass

Global Teams

Plenty of opportunity for discussion plenty of support process of discovery supported by openness and honesty tactical and work groups combine easily into a single Global Team the whole is greater than the sum of its parts seeks to discover its identity welcomes new members by showing them existing norms and openness to change leader seeks Global Team decisions by serving the Global Team as a focus Em forotwo way Career Counseling & Talent Management with tional Intelligence.

Time Capsule ( The Group and the Observers) Time: 30 Mins

Today is the last day of our lives. This city will soon be no more. A natural catastrophe will eliminate all life forms. You ; the best brains at BAYER Tiles are to leave a Time Capsule with Memorabilia about life, culture, values, objects, people, projects , skills , competencies etc. representative of human civilisations to date. Number of objects and size of box are to be no limitation for a place in the Time Capsule exercise . The only rule is to have brainstormed within groups the longest list of tangible objects that would be placed in the box. Good Luck!!!!

Career Compass

TIME CAPSULE
Let`s form `3` Project Teams Leader + Deputy: 1+1 Diggers: 3- 4 Observers: 1

Career Compass

Observers are to record their observations:

Q. Were role assigned ? Did anyone think that there should be a leaders, writer , presentor , motivator,observer ,time keeper -? .............................................................................................................................................................................................................. Q. Were the rules of the game understood & implemented? Did any anyone kept on timing plan given? ............................................................................................................................................................................................................... Q. Was everyone involved in the activity, any issues disrupting group communications? ........................................................... Q. Did people listen actively (any of the following tactics used - silence /paraphrasing/ clarification /questioning )to each other? ....................................................... Q. Who Spoke the most? Q. Who came up with the most of the ideas? Q. Who Spoke the least? ........................................................... Q. Who contributed the least? Q. Was this noticed? Was every focussed on the TIME in which the task was to be done ? ............................................................... Q. Who encouraged others to join in? Q. Who was inclined to interrupt? How? What were non- participants doing? ................................................................... Q. Who had the most influence on the group? How was he/she influencing .............................................................................................................................................................................................................. Q. Who helped communication? Q. In what ways? .......................................................... Q. What spoiled the session? In what ways? Did the project end with rehearsal /recap/ repeating points contributed to ensue they have the longest list? ............................................................. Q. What was the body language of people and what did it show? ............................................................ 21 copies

Career Compass

Talent Management System

1. 2. 3. 4. 5. 6. Recruiting Learning to reinforce Performance Succession Communication compensation

Career Compass

Getting Answers Requires Integration

Career Compass
Who are our top performers? How can we hire/develop/retain people like them? Are we retaining the best workers? Where did they come from?

Do workers have the skills needed to achieve performance goals?

<Insert Picture Here>

Career Compass

Key Considerations When Planning Your Own Talent Management Initiative

A Show of Hands Your Entry Point Recruiting? Performance Management? Learning and Development? Compensation? Succession / Leadership? Workforce Analytics? A Combination?

Career Compass

Key Considerations at Global for Talent Management Business Objectives Current Paradigms Talent Management Strategy and Vision Employee Engagement Implementation approaches Business Community Support Business Intelligence

Career Compass

Fails to adopt to new situation, Let bias creep in fail to use learned skills, adopts bad habits again

Unconscious Incompetence

Training, Demonstration

Career Compass

Unconscious Competence

Global Career Compass Learning Cycle

Conscious Incompetence

Regular skill usage, Feedback Legacy log book

93

Conscious Competence

Role-play, Practice

Willingness to force yourself Pay the price Know what you should do whether u like it or not

1. Desire

Burning desire to be efficient - critical success Diff b/w successful men and women ; efficient use of `24 ` hrs and through teams Get more things done in same time

Career Compass

4. Discipline

Talent Management with `4` Ds

Life time ,
lifestyle -wide
approach 3. Determination

2. Decision

To develop any habit repetition is the key. Over, over and over again Defeat tendency 94 to slide back

Make a decision `right now ` so that people point towards you & say look at him/her - a great leader

Vision

Career Compass

To be the leading Information and Communication Technology Service Provider in the region by achieving customer satisfaction and maximizing shareholders' value.
The future is unfolding around us. In times to come, we will be the link that allows global communication.

We are striving towards mobilizing the world for the future. By becoming partners in innovation, we are ready to shape a future that offers telecom services that bring us closer.

mission

Career Compass

To achieve our vision by having: An organizational environment that fosters professionalism, motivation and quality An environment that is cost effective and quality conscious Services that are based on the most optimum technology "Quality" and "Time" conscious customer service Sustained growth in earnings and profitability

Core Values

Career Compass

1. 2. 3. 4.

Professional Integrity Customer Satisfaction Teamwork Company Loyalty

Career Compass

Behaviors
Paradigms Attitude Value Belief A titude

Change is the law of lifeWhere would you rate yourself

Career Compass

Is Global Solid giant

bureaucratic internal political groups fat and idle large expenses inward looking no sense of urgency Sluggish enterprise Energetic enterprise People are empowered, accountable, committed and performance oriented

Is Global Young expanding Company

slim, flexible, disciplined speedy, focused, quick decisions entrepreneurial cost-conscious customer focus responsible and proud

People struggle with and hide behind systems and processes

A Talent Model

Career Compass

I try my best to leave a legacy I make and meet commitments I am open to giving and receiving feedback I have no hidden agenda I deal effectively with authority I dont build boundaries around my department

Attitudes

Values
Candor Achievement Commitment Short hierarchical distance Equal opportunity Integrity Share to gain

Recipe for
Beliefs

Behaviors
Gives feedback Trains/coaches/mentors Promotes effective dialogue in goal-setting session Volunteers for challenging assignments Listens to feedback Recovers from setbacks Focuses on the task, not on politics Challenges authority effectively

You can do it, if you really want to People will rise to your expectations People can learn Human beings have equal opportunities People interaction: Its not a zero-sum game Individual contracting is the foundation of society

Career Compass

The HPO Culture at Global

Example From old culture Global To new culture Global

Attitudes Behaviours

Values Behaviours

Low trust Smooth and avoid Sand bag/stonewall Wait to be told Black box mentality

Mutual respect/trust Constructive conflict Self-driven associates Healthy competition/ peer pressure Open book

Global ICEBERG

Career Compass

SHALLOW CHANGE Products /Services HR policies Formal structure

DEEP CHANGE Attitudes Values Beliefs Culture

Career Compass

Easy sending people to moon Transatlantic missile Email/fax/mobile/ipad

Dont have time to visit new neighbor Forget parent teacher meeting /sports day Touch with humanity ,connected

Who will cry when you die ?

Career Compass

Son, when you were born, cried while the world rejoiced .Live your life in a way that when you die the world cries and you rejoice

Father

Who will cry when you die ?

A Meaningful Life at Global and Earth

Career Compass

1. Would you like to look back at your life at the time of your death and exclaim: It was worth it?
1. Yes 2. No 3. I dont care

2. Suppose you are mentioned after your death in a gathering of a group of people with knowledge and wisdom. Would you like them to comment that your life was really worth it?
1. Yes 2. No 3. I dont care

Destination
Metaphor: A van filled with people going to a destination

Driving Skills Road Career Compass Driving along this road

+ Vision + Competence + Inspire + Now + Life + The ability to prioriti + Share + A meaningful life + You + Azm (Determination)

Character of a driver

Map Convincing everyone in the van that the destination that you want to go to is the best for them. Present Location

Fuel

Driver

THE TIME QUADRANT SYSTEM

Urgent Not Urgent

Q1 Important Urgent
Important

Q2
We must act on it Important We still dont do these Not Urgent Quad of Quality
1. 2. 3. 4. 5. 6. 7. Do it later Getting kids married Taking sleep/food Saving/ invest in relations Exercise Vacation Spend time with family Personal improvement

Career Compass

1. 2. 3. 4. 5. 6. 7.

DO IT NOW ,DO IT YOURSELF Responding to fire Arriving for interview Fix IT breakdown Saving life Reaching office Meeting deadline Taking pt to hospital /surgery

As these dont act on us

Not Important Urgent

Not Important
Ask someone to do it
1. 2. 3. 4. 5. Watching TV that doesnt take you towards a goal Yawning Attending to a friend dropping in to chat Attending unwanted guest Buying clothes on sale that you dont need

Not Important Not Urgent

Dont DO IT

1. 2. 3. 4. 5. 6. 7.

Window shopping Backbiting/ Soap watching Elections in Pakistan Chatting Eat every dish in buffet Smoking for a non-smoker cinema

Q3

Q 4 noise of urgency
prevents from focusing

Habit 3: Put first things first.

Eating healthy food

Urgent Important Not Urgent

Career Compass

Q1

Q2

Not Important

Q3

Q4

Time Capsule ( The Group and the Observers) Time: 30 Mins

Today is the last day of our lives. This city will soon be no more. A natural catastrophe will eliminate all life forms. You ; the best brains at Global are to leave a Time Capsule with Memorabilia about life, culture, values, objects, people, projects , skills , competencies etc. representative of human civilisations to date. Number of objects and size of box are to be no limitation for a place in the Time Capsule exercise . The only rule is to have brainstormed within groups the longest list of tangible objects that would be placed in the box. Good Luck!!!!

Career Compass

Career Compass

Let`s form `3` Project Teams Leader + Deputy: 1+1 Diggers: 3- 4 Observers: 1

TIME CAPSULE

Observers are to record their observations:

Q. Were role assigned ? Did anyone think that there should be a leaders, writer , presentor , motivator,observer ,time keeper -? .............................................................................................................................................................................................................. Q. Were the rules of the game understood & implemented? Did any anyone kept on timing plan given? ............................................................................................................................................................................................................... Q. Was everyone involved in the activity, any issues disrupting group communications? ........................................................... Q. Did people listen actively (any of the following tactics used - silence /paraphrasing/ clarification /questioning )to each other? ....................................................... Q. Who Spoke the most? Q. Who came up with the most of the ideas? Q. Who Spoke the least? ........................................................... Q. Who contributed the least? Q. Was this noticed? Was every focussed on the TIME in which the task was to be done ? ............................................................... Q. Who encouraged others to join in? Q. Who was inclined to interrupt? How? What were non- participants doing? ................................................................... Q. Who had the most influence on the group? How was he/she influencing .............................................................................................................................................................................................................. Q. Who helped communication? Q. In what ways? .......................................................... Q. What spoiled the session? In what ways? Did the project end with rehearsal /recap/ repeating points contributed to ensue they have the longest list? ............................................................. Q. What was the body language of people and what did it show? ............................................................ 21 copies

Career Compass

The most Powerful discovery of the century ! `Strongest is only the idea ,whose time has arrived `

Help them Watch their thoughts, they will become their emotion
They should Watch their emotions , they will become their actions

Career Compass

They should Watch their

action, they will become their habits habits

They should Watch their actions, they will be repeated and will become their

They should Watch their habits, they will become their character

They should Watch their character, it will become their

DESTINY

The 7 Successful Habits of Talent Retainer

- you have take the talent through rough intellectual `Paradigm Shift ` .

7
Sharpen saw

Interdependence

Career Compass

Understand Synergize 5 6 PUBLIC VICTORY Think win-win 4

Independence
1st 3 things 1st

habit = knowledge + skill + desire

PRIVATE VICTORY 1 2 Be Proactive End in mind

Dependence

Let's do a reality check - am i a director or character actor in someone else's film?

If you are a `Talent then ---- Do you have a Culture at Global that can turn Talent 1. 2.

into Lasting Performance

Do I know what is expected of me at work? I am still waiting to be told about my JD,KPIs and Systems and Processes to auto-correct themselves? Do I have the material and resources to do that work? What actions have i taken? At work do I have the opportunity to do what I do best every day? Have I take steps to make a difference in my own capacity ? In the last 7 days have received recognition & praise for good work? Have I done the same for anyone else around me ? Does my supervisor seem to care about me as a person? Have I done the same for my reportees? Is there someone at work who cares about my development? Do I care about my development ? What books/articles ,workshops i attended and implemented in my life to shift my own paradigms? At work ,do my opinions seem to count? Does the Vision , Mission, Value statement of my company seem aligned with my dreams goals and make me feel as if my work is important?

Career Compass

3. 4. 5. 6. 7. 8.

9.
10. 11. 12. 13.

Are my co-workers committed to do the quality work?

Do I have a best friend at work? Does anyone consider me to be his best friend at work? In the last 6 months have I talked to someone who matters about my progress? This last year, have I had opportunities at work to learn? Have I taught anyone anything new ? What have I done in the past 3 month to change paradigms and my circumstance beside grumbling about it ?

Do we have a Culture at Global that Career can turn Compass Talent into Lasting Performance

Let's do a reality check

People feel great about :

Job they do
People they work with

Lousy 1----------------5---------------------10 (Super)

Lousy 1----------------5-------------------10 (Super) 7
5

Company they work for

Overall All ranking

Lousy 1-----------------5---------------------10(Super)
Lousy 1-----------------5----------------------10 (Super)
5

5+7+3=15/3=5.

Head Melding A feature unique only to Vulcan

Career Compass

116

How Well I manage Time

The Scale: 5(always), 4(often), 3(sometimes), 2 (rarely), 1(never) 1 2 3 4 5 6 7 8 9

10 11 12 14 15 16 17 18 19 20

13

I convey excitement and enthusiasm that motivates employees. I am open, honest, and candid when dealing with others. I understand and accept responsibility to teach, coach, and counsel. I foster collaboration by promoting cooperative goals. I am open about values, intentions and actions. I feel pressured by too many demands from clients/customers/boss. I involve others in decisions that affect them. I develop people by focusing on their strengths. I engender trust by acting with integrity. I enlist others in a common vision, and am an agent of change. I provide people meaningful work. I create a collaborative and team-based culture. I show employees they are appreciated on a regular basis. I create an environment for learning including training. I help followers understand their role in achieving business objectives. I communicate optimism about the future. I demonstrate flexibility regarding work-life balance. I hire people where there is a good cultural fit. I face moral and ethical dilemmas, and create a culture of values. 117 In difficult times, I replace uncertainty and fear with purpose and courage.

5 5 5 5 5 5 5 5

4 4 4 4 4 4 4 4

3 3 3 3 3 3 3 3

2 2 2 2 2 2 2 2

1 1 1 1 1 1 1 1

Career Compass

5
5 5 5 5 5 5 5 5 5 5 5

4
4 4 4 4 4 4 4 4 4 4 4

3
3 3 3 3 3 3 3 3 3 3 3

2
2 2 2 2 2 2 2 2 2 2 2

1
1 1 1 1 1 1 1 1 1 1 1

EMOTIONALLY INTELLIGENT LEADERSHIP QUIZ

Competent leaders drive results, develop star performers, and get a group of people to productively complete the right work. They inspire and motivate people, resonating energy and enthusiasm. Resonant leaders connect with others by being self-aware and empathetic. Leadership requires the ability to manage and retain top talent. Each of the competencies below is linked to outstanding executive success. It is based on the emotional intelligence competencies used by effective leaders. Selecting strategies that result in positive outcomes is evidence you are skilled in these competencies. Score each item according to how much of the time each statement applies to you.

Career Compass

The Scale: 5(always), 4(often), 3(sometimes), 2 (rarely), 118 1(never)

Scoring

0-59
Career Compass

RED ALERT!
You demonstrate some leadership strengths, but there is room for development. You need to change certain behaviors and learn new skills. Don't walkRUN to a High Performance Leadership workshop. Strongly consider executive coaching.

119

Scoring

Career Compass

60-88

LEARNING
You have a number of leadership strengths. However, there is still room for improvement. You might benefit from taking a High Performance Leadership workshop. Consider executive coaching to help you further develop your retention skills and learn new strategies.

120

Scoring 89-100 LEADERSHIP MASTER You are doing a great job as a leader. Congratulations! Executive coaching may help you achieve even higher levels of performance.
Career Compass

121

Definition of Intelligence
The ability to learn or understand or to deal with new or trying situations : the skilled use of reason
Career Compass

The cognitive abilities of an individual to learn from experience, to reason well, and to cope effectively with the demands of daily living.

What is Intelligence?
Although experts differ on an exact definition of intelligence most agree that intelligent behavior has at least two components:
Career Compass

1. The ability to learn from experience.

2. The ability to adapt to the surrounding environment.

Factors of General Intelligence Tests

Career Compass

1. Verbal Comprehension - vocabulary, verbal analogies 2. Number -- mathematical operations 3. Space - visual-spatial and mental transformation 4. Associative Memory -- rote memory 5. Perceptual Speed -- quickness in noticing similarities and differences 6. Reasoning - skill in inductive, deductive, and math problems

Career Compass

Anyone can become angry that is easy.

Career Compass

But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way that is not easy.
(Aristotle)

Career Compass

Simple Definition

Ability to manage emotions in ones self and in others in order to reach desired outcomes.

Golemans Competencies Model

Career Compass

Career Compass Communication Model

1

Objective / Rational Level Information / Message

2

Sender
SelfRevelation

Sender has a certain message, idea(s), feeling(s)

all of them coded in the form of symbols

he transmits the symbols

to the receiver

the receiver decodes and

translates the message into ideas, feelings, behavior

Receiver
Appeal

Reaction

Human Relations / Emotional Level

Social Interaction
Prof. F. Schulz von Thun 1 Paul Watzlawick 2

OHT_AP04.ppt

You can listen through:

Active Listening

Career Compass

Silence

to encourage others to continue with their thoughts

Paraphrasing

to let them know you are following them

Clarification

to confirm you are hearing their messages correctly

Questioning

to get more detail or further clarification

OHT_AP05.ppt

Career Listening Skills as Compass people developer According to statistics

> 30% of our listening is focused on vocal features such as

Volume Pitch Pace Pause

> 50% of our listening is focused on non-verbal signals such as

Facial expression / Eye contact Gestures Body movements Space / Distance Only 20% of our listening is focused on spoken words

And people hear only about 30% of the message!

OHT_AP06.ppt

Career Active Listening Compass

Universal Filters
Self-interest and past experiences Making assumptions Do not like what I hear

Do not like person who is speaking

Personal feelings - under a lot of stress, anger, etc. Tune out (turn off) people with poor delivery Cultural, social, racial stereotyping Being right Assessment Resignation
OHT_AP07.ppt

Career Compass Listening Skills

Working Exercise

1. Think about someone you consider to be an excellent listener. Describe the behaviors / attitudes this person exhibits which indicate he/she is an excellent listener - How do you feel after talking to this person? 2. Think about someone you consider to be a poor listener. Describe the behaviors / attitudes this person exhibits which indicate he/she is a poor listener. - How do you feel after talking to this person?
OHT_AP08.ppt

Career Compass Purpose of Feedback What is Feedback? Feedback is information to a person regarding what and/or how he did on a task, skill or job activity

Timely feedback helps keep you on track

Feedback is part of how organizations stay mobilized It is not about good or bad employees: it is about keeping on target

OHT_AP9.ppt

Career Purpose of Feedback Compass

Secret of High Performance Organizations is leverage How much more you can get out of your people How you can - Motivate - Teach

- Learn
- Solve problem in a timely way, or - Build relationships through feedback
OHT_AP11.ppt

Career Compass Purpose of Feedback

The alternative - the cost of not giving feedback

Demotivation
No teaching No learning Being stuck with the problem

Relationships get more tense or just stay the same

OHT_AP12.ppt

Career Compass Purpose of Feedback

Keep people on track and on target Provide timely course correction and therefore improve accuracy and speed of execution Improve individual and group performance Motivate and help recipients of feedback Establish an ongoing dialogue Let people know how they are doing and where they stand Avoid last-minute surprises

Develop a performance culture

Develop a culture of candor and openness
Providing timely and useful feedback is essential to a managers job

Career Purpose of Feedback Compass

Rules about giving feedback

Specific Observable Objective Timely Check your intent: Is it to help or to vent frustration?

OHT_AP14.ppt

Guidelines for Giving Feedback

Career Compass

The purpose is to be helpful to the recipient, not to express your frustrations Feedback that is not heard or accepted is not useful

Do:
Help and coach rather than criticize. Be descriptive rather than judgmental (good or bad); effectiveness is your concern Be case-specific rather than general; give recent examples Focus on the behaviour, not the problem Be clear and direct Validate persons responses without agreeing or arguing (I can see where youre coming from) Enlist the recipient in exploring solutions Assess the persons readiness for feedback Check the validity of your feedback Assess whether the recipient can act on your comments

Prepare:
What youre trying to affect The agreement you want How to get that across persuasively
OHT_AP15.ppt

Career Guidelines for Compass Receiving Feedback

Feedback is at the very least an opportunity to learn how others perceive us and are affected by our actions or behaviors. It offers opportunity to improve. Do: Use active listening and playback to test your understanding Acknowledge comments If anything is unclear, ask for clarification (be specific) Beware of denial Move from receiving feedback to solving problems together Reject judgmental or sweeping statements If your superiors behavior is creating a problem for you, say so Check out feedback with others Express your appreciation Avoid: Getting into a defensive mode Interrupting the speaker Dismissing the feedback Taking the feedback as a personal attack

Career Compass Receiving Feedback

How do you react when you get unpleasant feedback?

S
A R A

Shock / Shame
Anger / Attack Rejection / Resignation Acceptance / Arbitration Hope / Help

OHT_AP17.ppt

Career Compass Appraisal Session

1. Recall an appraisal that went well, and draw a list of characteristics (behaviours and actions) consistent with this particular appraisal.

2. Recall an appraisal that did not go well, and come up with a list of characteristics (behaviours and actions) of this particular appraisal.
OHT_AP18.ppt

Career Compass

Appraisal Session What / Why / How

The Structure Before the feedback
A. Managers Preparation B. Associates Preparation Organize data and thoughts on performance; gather data and inputs from other relevant sources open mind; objectivity

The Objective

The Communications Skills

During the feedback

A. Set the objective of the interview B. Let the employee talk about his/her performance C. Exchange views; give feedback; share performance standard / code Initiate; state purpose Listen, elicit information Giving feedback; expressing recognition and/or constructive criticism Specificity, clarity, directness Open ended, verifying questioning/ drawing out, active listening

Give feedback

D. Summarize feedback and areas for improvement or development

E. Jointly devise a follow-up plan

Pull together the appraisal; ensure employees awareness of his/her performance standard / code Develop action plan

Problem-solving: guiding, empowering questions

Appraisal: Appraisers (Manager) Guidelines

Stick to the targets that where set and agreed on Review each objective, and performance, thoroughly Gather data on performance (e.g. log sheets, files)

Career Compass

Provide evidence and hard data, if possible on especially high or low ratings - Be specific

Use language / terms that the associate understands

- Stay authentic Rate employee on entire appraisal period - Do not carry forward the previous rating Avoid giving assurances or making promises

Stick to the facts and do not get emotional and personal

Deal with associates emotions, recognizing ongoing situation, and react accordingly Do not cave in Schedule sufficient time for appraisal discussions
OHT_AP20.ppt

Career Compass Appraisal: Appraisees

(Associate) Guidelines

Review performance targets that were set and agreed on Consider performance with reference to targets, standards and expectations What areas of performance are satisfying? Why? - Be specific What areas need to be improved? Why? - Be specific What ideas do you have for improving performance in the coming year? What assistance do you need to achieve your goals and meet / exceed targets? How can your manager assist you?
OHT_AP21.ppt

Do not get emotional Stick to the facts

Appraisal Session: Difficult Situations

Career Compass

Pinpoint behaviours/facts and not emotions

Listen and reflect Have an open mind Do not be afraid to admit that you may have made a mistake

OHT_AP22.ppt

Career Appraisal Session: Compass Pitfalls to avoid Focusing on personal problems instead of performance Getting personal - Evaluate work and behaviour, not the individual personality Debating with appraisee - Present facts and move on Vague generalities - Focus on specific issues and behaviours No surprises - Consistent feedback, do not let a problem exist or fester for too long Stereotyping and biases Expectations based on familiarity - Expecting others to behave like you
OHT_AP23.ppt

Career Appraisal Session: Compass Development Outcome Guide

Performance Ratings
Exceeded expectations

Future Development Potential / Needs

Consider future new positions Establish Career Development Plan Consider extending responsibilities Consider increasing responsibilities and challenges Explore potential ways to develop employee Maintain and improve current performance level Performance correctable or not? Performance improvement plan or termination? Agreement on plan to improve performance

Fully met expectations

Partially met expectations

OHT_AP24.ppt

 Preparation

Career Compass Appraisal Session: KeyStep Summary

Scheduling
Location and Space Setting the stage (Manager) Review Self-Appraisal (initiative to Associate) Feedback sharing Focusing / Summarizing (Manager) Rating and Rating explanation Short-term development and / or Performance Development Plan Closure: Agreement, Signatures
OHT_AP25.ppt

Conclusion

Career Compass

Becoming a High Performance Organization implies more than the adoption of a new set of performance management tools.

It implies a corporate revolution in culture ... don't wait to be told! ... be a change agent! ... make it happen!

This revolution has to come from the top, the bottom, the middle and the sides ...

Career Compass

Foundations Of Individual Behaviors

The Individual Level Variables

Biographical Characteristics- age / gender /

marital status/tenure
Career Compass

Ability - An individuals capacity(Intelectual / Physical/

Ability job-fit to perform the various tasks in a job

Personality -The sum total of ways in which an

individual reacts & interacts with others. 3E + G

Learning

The Individual Level Variables; Personality Personality Traits - The Big Five Model
Extraversion (A personality dimension describing someone Career Compass
who is sociable, talkative, & assertive )

Agreeableness (A personality dimension describing

someone who is good-natured, co-operative, & trusting )

Conscientiousness (A personality dimension describing

someone who is responsible, dependable, persistent, & achievement oriented ) someone who is calm, enthusiastic, secure- positive)

Emotional Stability (A personality dimension describing Openness to experience (A personality dimension

describing someone who is imaginative, artistic sensitivity, & intellectualism )

 Major Personality Attributes Influencing OB

The Individual Level Variables; Personality

Career Compass

Locus of Control (The degree to which people believe that they are the Masters of their fate)
Internal (individuals who believe that they control what happens to them) External (individuals who believe that what happens to them is controlled by outside forces such as luck or chance)

Chapter 2 Foundations Of Individual