Whether you are just starting out, re-entering the workforce, changing jobs or careers, or wanting to advance in your current organization, you must be on target as to who you are, what you want to become, and how to get there. Career Management and Employee Portfolio Tool Kit provides two valuable tools for the employee to critically think about, make the right decisions, and take the right actions to achieve success. Career Management Workbook helps you evaluate your career choices, and Employee Portfolio Workbook helps the employee being appraised at work become an active contributor to the performance management process.

He is best recognized as a Human Resources Executive with over 25 years business experience helping organizations maximize the potential of their employees. He earned a Bachelor of Science Degree in Biology from Union College, a Masters in Management from Northwestern University, and an Officer Commission in the United States Air Force. He has written several management articles for trade journals, and is heavily active in human resources consulting and teaching. Career Management and Employee Portfolio Tool Kit is used in his public workshops.

Career Management Double Loop

Managing your career is an ongoing continuous process. This Workbook uses a Double Loop process concept that means you must use your experiences at all times to reevaluate each step of the entire process, and make adjustments when appropriate. For example, as you gain more insight into your career interests, you may decide to adjust your career skills or your career beliefs. The cycle of Experiencing, Reacting, Judging, and Adjusting helps you grow, renew, and adapt.

OVERVIEW

Every organization and every employee has the capacity to be great, to perform to the best of their current ability and to seek opportunities to enhance future performance.

When organizations and employees mutually agree to work together towards the same or compatible objectives, everyone earns success. When organizational objectives are not congruent with one another, when departmental objectives are not aligned with organizational objectives, when department objectives work against one another, and when the employee’s objectives do not support organizational or departmental objectives, optimal performance is limited. Said in another way, all objectives of the organization, be they total organization, department, or individual must vertically align and horizontally align with one another, to form a tight web.

Today, many organizations encourage employees to take greater ownership of their career through life-long learning and empowerment initiatives. These organizations empower their employees to strategically influence the direction of the organization through efforts such as mutual goal setting, synergistic decision making, performance improvement processes, developing individualized rewards, 360-performance evaluations, and coaching, counseling, and mentoring. The consequences for the organization and for the employee are enormous. For example, for the organization, the financial bottom line improves, customers are satisfied, better products and services come to market quicker. For the employee, s/he improves core competencies, receives higher job satisfaction, earns more meaningful rewards, and feels a sense of belonging.

This change in the employer-employee relationship requires the employee to co-manage, along with his/her boss, the performance management process.