Career Development Framework

Career Development
Framework
People & Culture Development Unit
Career Development Framework
Unprecedented workplace change over the past few decades has led to greater job mobility. We can anticipate
multiple jobs during our career and as such need to be aware of our career desires, our strengths, and alert to
opportunities as they arise. Clear career pathways and a new performance framework that includes career
development opportunities, is included in the People & Culture enabler as part of the UNSW 2025 Strategy.
The Career Development Framework has been designed to enable:
o Individuals to assess strengths and areas for development and growth, explore career preferences, set
career goals and create a career plan.
o Managers to use the framework to guide and coach their people, helping them to clarify their strengths
and opportunities for growth; identify future opportunities; and set a career direction and targets to
achieve the career goals.
The Framework consists of a series of four (4) modules; each containing activities that encourage consolidation,
reflection, and experimentation. The intention of the framework is to assist staff to discuss their development
goals with their managers, or simply to be prepared when career opportunities arise.
The self-paced activities contained in the workbook include:
• Module 1 - Self Appraisal
• Module 2 - Exploration
• Module 3 - Goals and Plans
• Module 4 - Achievements and Reflections
Depending on your level of experience and ease of recall in past achievements and future goals each module
can take from 30 minutes to a couple of hours.
There are a number of elements to successfully developing a career plan. It is recommended that you
commence by conducting a self-appraisal. Then based on that explore what your career preferences are, where
you are willing to sit on the career lattice and investigate role models and jobs that you think may suit you.
From there you can set some long term career goals and look at what short term and immediate goals will help
you get there. Lastly, it is important to acknowledge our achievements, reflect on what you’ve learnt and where
needed, re-assess and re-frame.
We recommend you go through each module in succession, to support your reflection both on your past, current
and future focus with your career development.
Managers can also register to attend the Career Conversations Workshops we offer.
We look forward to supporting you in developing your career.
Regards,
People & Culture Development Unit
Please contact your relevant faculty or divisional People & Culture Consultants if you have any questions.
People & Culture Development Unit 2

Module 1 - Self Appraisal
Accurately assessing your own abilities and strengths can help you to determine the kind of work and type of
environment you will find most satisfying and where you have the best chance of success. Think about your
major achievements at work, during study or in other areas of your life. How did you achieve success? Also think
about areas where you aren’t as strong and may need to develop.
"Chance favours the prepared mind."

– Louis Pasteur
1. Best and Worst Job Review
2. Career SWOT
3. Work/Life Balance

Module 1 Self-Appraisal: Activity 1 - Best and Worst Job
Review
The purpose of this exercise is to identify themes of satisfaction or dissatisfaction in your career to date. When
you reflect on what you have most disliked and where you have little interest in working again, as well as what
you have most enjoyed, and performed best at, a distinct pattern is likely to emerge.
On the next page, plot your “career line”. Start with your earliest job and move through each major job change to
your current position. Draw a line between each job change as you think about the negative and positive aspects
of each job for you and make a few key points as to why.
A simple worked example;
HIGH
*Marketing Project Officer
(lots of variety, good
work/life balance)
NEUTRAL
SATISFACTION
*Retail assistant
(boring but ok)
LOW
*Cadet Tax Accountant
(too rules focused, long hours)
TIME
Your “career line”; Draw a line between each job change as you think about the negative and positive aspects of
each job for you and make a few key points as to why.
HIGH
SATISFACTION
NEUTRAL
LOW
TIME

Module 1 Self-Appraisal: Activity 2 – Career SWOT
Analysis
It is important to capitalise on your strengths and minimise or manage your areas for development. There are
also opportunities and threats that will flow from them and influence your career. Below are a few key questions
to assist you to think about your strengths, areas for development, opportunities and threats. You can record
your answers in your template or in the table on the following page.
Strengths
 What do other people say you do better than anyone else? Think about what current and past managers
and your colleagues have complimented you on.
 What experience, knowledge, networks, connections, certifications or education do you have that others
don't have?
 If you had to list your top three achievements, what would they be and in what order?
Weaknesses (areas for development)
 What do other people say you don’t do as well as others? Think about what current and past managers
and your colleagues have suggested you could work on.
 Are there any projects, tasks or activities you avoid because you feel nervous about doing them?
 If you had to list your top three areas to work on, what would they be and in what order?
Opportunities
 What trends, projects, secondments or new businesses do you see within UNSW Australia? Is there any
way you can turn these into an opportunity?
 Can technology offer new opportunities? Are there ideas on the internet or within networking forums (like
Linked In) where you can spot new ideas or opportunities?
 Do you have access to connections, networks, past managers, colleagues or mentors that can give great
advice, ideas or insights?
Threats
 Do you face any barriers or obstacles at work at the moment? Do you see any in the future?
 Do changing markets, technology or government policies impact your current role?
 How does the competition look? Are there people who are strong competitors for roles you’d like to do
A SWOT analysis not only provides crucial information, it can also identify what needs to be done and put
problems into perspective. Based on your thinking, completing the “best and worst job review” and “Career
SWOT” activities, list your major strengths and areas for development, and the threats and opportunities that you
perceive.

Career SWOT
Personal Strengths Areas for Development
Opportunities Threats

Module 1 Self-Appraisal: Activity 3 – Work/Life Balance
Assessment
The balance between your working and personal life is another key variable to take into account. You need to
evaluate how much time you wish to invest in your career, with your family, involved in social activities, physical
activities and community activities, amongst other things.
The radial diagram below lists some potential work / life areas to consider. There is a blank radial diagram on the
next page for you to edit.

You can write in the key activities you undertake, you may not fill all the circles, or you may need to draw extra
circles. Once you feel your key activities are covered, rate their importance to you by writing a percentage
underneath or if they are a “major” or “minor” concern for you. For example, would you work interstate if a great
opportunity arose, or are other elements of your life such as family proximity or being regularly available for
competitive sports more important?
It can help to think about how much time you spend in each of these areas in an average week. And is how you
are currently spending your time, how you want to spend it.

Module 2 - Exploration
In completing the first module you will now have gained some insight into your strengths, and areas for
improvement and the current/future threats and opportunities that will now enable you to scan career options.
Taking time to stop, reflect and investigate new career opportunities starts with exploring your preferences and
identifying ways to investigate/network to find out more about areas currently unknown.
1. Assess Your Career Preference
2. Undergo a Self-Assessment using Career Anchors
3. Explore your 'Career Lattice' action steps
4. Explain how to investigate role models and jobs opportunities

Module 2: Exploration - Activity 1
Assess career preferences
The right role can satisfy many of our needs. Some relate to the type of work, some to the employer and
their culture and policies, some are a mix of both.
Below is a list of common work preferences. The final column has been left blank so you can combine
items in a way that is meaningful for you, or create your own if they aren’t in the list. From the list below, or any
you create, circle the eight preferences that are most important to you. Draw a line through the four preferences
that are least important to you.
Satisfaction More time with family
Personal power Fun work
Creativity Prestige
Ethics Career opportunities
People focused position Task focused position
More free time Stylish office and amenities
Location Flexible hours
Physical challenge Intellectual stimulation
Meaningful work Pleasant conditions
Security Variety of work
Opportunity to solve problems Management responsibility
Own boss Autonomy
Perks and benefits Praise and recognition
Self –leadership Teamwork
Tangible results Making a contribution
Status Learning opportunities
If you had to trade-off four of the preferences you listed on to get your ideal role, which ones would they be?
__________________________________________________________________________________
_________________________________________________________________________________________
_________________________________________________________________________________________
__________

Module 2: Exploration – Activity 2
Self-Assessment Career Anchors
In addition, an excellent resource to further explore career preferences is third edition of the “Self-Assessment
Career Anchors” by Edgar. H. Schein. In the book, Schein outlines eight “career anchors” **
1. T/F – Technical / Functional Competence

2. GM – General Management Competence
3. AU – Autonomy / Independence
4. SE – Security / Stability
5. EC – Entrepreneurial Creativity
6. SV – Service / Dedication to a Cause
7. CH – Pure Challenge
8. LS – Lifestyle
Schein provides a self-assessment tool to determine which one is your “anchor” and offers examples of careers
that people with that “anchor” are often successful in.
**To purchase a copy of this book try:
http://www.bookdepository.co.uk/Career-Anchors-Edgar-Schein/9780787984281

Explore career lattice
The term ‘corporate ladder’ is equated with the traditional upward movement in jobs. Today the world of work is
and continues to be under constant change in response to changes within the global market and economy.
The term career lattice refers to movement up, sideways and even down in repositioning yourself depending not
only on the outside market but your own personal stages and circumstances in life.
At any time in your career, you have at least ten career action step options from which to choose. Which one, or
ones, fit with you at the moment?
Option Involves
1. Remain in Current Role Recognition that your current role provides you with your
No content change desired level of challenges and development at the
moment.
2. Enrichment Considering what jobs tasks you wish to do

Develop current job more of and negotiating with others to take over
those which no longer motivate you.
3. Vertical Considering what would be the real gain for you

Seek promotion in seeking increased responsibilities.
4. Exploration Seeking project work, or deputising in another

Test out options job function to test out how you like it.
5. Lateral Moving to a similar level of job task difficulty but

Sideways move with different job content.
6. Realignment Downshifting to less responsibility for a short- or

Moving down long-term period.
7. Relocation Deciding that work of a different nature from

Change business unit your current work unit is more appropriate
for your career future.
8. Redirection Changing the career stream or field of work with

Change career field current employer.
9. Proposal Submitting a proposal for creating a new job

Create new job which would meet the needs of the university
and you.
10. External Deciding that work of a nature different from

Change employer the university is more appropriate for
your needs and career future.

Investigate role models and jobs
Reflect on the different ways you might investigate role models and jobs;
 Approach people who already work in an area that you are interested in to find out what jobs in that
area involve and what the opportunities are. You can also approach managers in other areas across the
university that are of interest to you and discuss what the jobs in that area involve and what the
opportunities are.
 Discuss your career with your mentor if you have one, a trusted advisor or a past colleague or manager,
to see if they have any additional information or contacts in their network who may be able to help you.
 Another option is to research the employment trends for a particular occupational field or to investigate
professional memberships, further study or use online networking groups or tools (like Linked In) to
source information relevant to your future career.
 You can also look for similarities in roles or professions. For example, marketing tends to involve a lot of
project management – you may not be in a marketing role but project management experience may be
a useful generic skill to have when trying to move into that area.
 Try out the suggestions on the career lattice options you’ve chosen.
 Try out the descriptions and utilise the examples in the “career anchor category” that you have been
assessed as fitting into in the third edition of the “Self-Assessment Career Anchors” by Edgar. H.
Schein.
 Review relevant websites such as;
 People & Culture Development unit website:

https://www.hr.unsw.edu.au/services/peopleandculture/index.html
 http://www.ted.com/talks
 http://www.myfuture.edu.au/

Module 3 - Goals and Plans
Goal setting is a powerful process for thinking about what you want in your future, and for motivating yourself to
turn what you want in your future, into reality.
By knowing precisely what you want to achieve, you’ll know where you have to focus your effort. Having clear
goals also allows you to spot the distractions that can easily lead you off track. You’ll also find that your
confidence is boosted as you achieve the goals that you have set.
“The tragedy of life doesn’t lie in not reaching your goal. The tragedy lies in having no goals to reach.”
~ Benjamin Mays ~
Now is the time to draw together the work you’ve done thus far through the framework and summarise the
aspects of the career/occupation you would like to pursue.
Think about;
 Your strengths and areas for improvement; based on the exploration you’ve just done, does your
preferred career play to your strengths?
 Are there opportunities in your chosen field? Are you comfortable to manage the risks associated with
the threats?
 How will your career choices balance with your life choices? Does that line up with where you would like
to move on the career lattice?
 What options work best for you to investigate role models & jobs?
1. Long Term Goals
2. Short Term Goals
3. Experience, Exposure and Education
4. Immediate Goals

Module 3: Goals and Plans – Activity 1
Long term goals
Think about where you would like to be in five years time. Planning a direction now doesn’t mean that it is set in
stone, experiences between now and then may change where you wish to be in five years. However, it is very
valuable to have a long term (distal) goal for your career. It may be a role in a specified field eg: research
analyst, financial services, it may be a role aligned with your career preferences, or it may be a style of working
that you wish to aim towards, eg project manager.
“20 years from now you will be disappointed by the things you didn’t do than by the ones you did.
So throw off the bowlines. Sail away from the safe harbour. Catch the trade winds in your sails.
Explore. Dream. Discover”
~ Mark Twain ~
Your career vision

It is helpful to remember that an effective career vision includes all the important elements of your life as well as
your career. It is a statement of what you want to become. It is the framework for the process of creating your
career.
Focus, perhaps close your eyes, and picture yourself in the future. It may be a few years or more from today, you
decide. Describe;
 What are you working on?

 Who are you working with?
 What have you accomplished?
 How have your strengths been utilised?
 What is your work life balance like?
 What opportunities have opened up for you?
 Where are you on the career lattice?
 What is important to you?
 How do people relate to you?
Now, briefly summarise your career vision.
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
________________________________________________________

Short term goals (within 12-18 months timeframe)
Now you’ve set a vision, the next step is to see your career and yourself in the present. What needs to be done
to get you to that career vision?
Dr Edwin Locke's pioneering research (http://www.edwinlocke.com/) on goal setting and motivation showed that
there was a relationship between how difficult and specific a goal was and people's performance of a task. He
found that specific and difficult goals led to better task performance than vague or easy goals.
So set some short term (proximal) goals to move you towards that long-term goal. Try to make them specific,
challenging and within a reasonable timeframe.
For example, aim to obtain a secondment in an area you are interested in. Or research to determine whether or
not you will need to complete further study or obtain membership with a professional body to achieve your career
goals.
Don’t rely on one person’s opinion, research a range of resources; people, websites, associations, and get as
close as you can to the original source of the information.
Draw on all the work you’ve done so far through this guide to set the short term goals that will allow you to
achieve your long term vision. And remember to keep your goals in sight.
Keep Your Goals in Sight
When she looked ahead, Florence Chadwick saw nothing but a solid wall of fog. Her body was numb. She had
been swimming for nearly sixteen hours.
Already she was the first woman to swim the English Channel in both directions. Now, at age 34, her goal was to
become the first woman to swim from Catalina Island to the California coast.
On that Fourth of July morning in 1952, the sea was like an ice bath and the fog was so dense she could hardly
see her support boats. Sharks cruised toward her lone figure, only to be driven away by rifle shots. Against the
frigid grip of the sea, she struggled on - hour after hour - while millions watched on national television.
Alongside Florence in one of the boats, her mother and her trainer offered encouragement. They told her it
wasn't much farther. But all she could see was fog. They urged her not to quit. She never had . . . until then. With
only a half mile to go, she asked to be pulled out.
Still thawing her chilled body several hours later, she told a reporter, "Look, I'm not excusing myself, but if I could
have seen land I might have made it." It was not fatigue or even the cold water that defeated her. It was the fog.
She was unable to see her goal.
Two months later, she tried again. This time, despite the same dense fog, she swam with her goal clearly
pictured in her mind. She knew that somewhere behind that fog was land and this time she made it. Florence
Chadwick became the first woman to swim the Catalina Channel, eclipsing the men's record by two hours.

SMART goals
The most effective and productive goals are those that are specific, time-framed and can be measured. The
SMART Goals model is a valuable tool in helping you ensure you set effective goals. The table below provides
a good guide to the key elements of SMART goals and how to put them into practice;
S pecific
Your goal needs to have sufficient detail and be specific,
so that there is clarity as to what you should be doing.
Keep it narrow, rather than broad.
M
Your goal should be measurable as you need to
demonstrate tangible evidence of completion, eg: three
easurable times per week, for the next three months - is
measurable.
A
You own your goal, so it needs to be achievable, yet
chievable/ challenging. Don’t set a goal that you would normally do
anyway. If you are looking to improve, you need to push
greed yourself.
R ealistic/
elevant
Your goals must be things that you are both willing and
able to do - that is, they must be realistic. They must
also be relevant to your work.
T imeframe
Goals need to have a timeframe to give them structure
and to provide both parties focus. Timeframes create a
sense of urgency and help you to monitor your progress.

Professional Development – Experience, Exposure and Education
Short term goals set as part of the Career Development Framework often incorporate gaining additional
experience, exposure or education. Each of these approaches to professional development can occur in a
variety of ways and effective learning encompasses formal education, exposure to new or different ideas and
practices and learning through the direct experience of performing the actual role / task.
In particular, it works best when experience, exposure or education are linked together. For example, if you are
looking to build change management expertise you may access a formal resource like a training course or book
on change management, look for an opportunity to put your learning into practice in a stretch assignment or
secondment and seek out a colleague or manager who has change management experience for coaching or
feedback on your performance.
The mix of learning experiences you put in place depends on the development need, and the budget
available, but effective professional development actions incorporate the following;

Immediate goals
Set some immediate goals to move towards the short term goals. “What will you do to move towards your long
term goal, today?”
Immediate goals could be things like arranging meetings or setting aside time to work through this framework.
These goals should be quite specific, involve target dates and take into account any resources that may be
required.
The template you’ve already been using or the copy in Appendix A is useful for detailing the actions needed to
achieve goals. Or you can use the layout below.
Type of Goal Your Goals Example Goals
Immediate ____________________________ Organising a meeting with a

____________________________ role model to discuss the
Goals: ____________________________ work and opportunities
____________________________ available and preparing for
____________________________ that meeting.
_______________
____________________________
Short-term Obtaining a secondment in a
Goals: ____________________________ desired area or a place in a

____________________________
____________________________ study program
_________
____________________________
Long-term ____________________________ Obtaining a permanent

____________________________ placement in a desired skill or
Goals: ____________________________
business area
____________________________
____________________________
____________________________
__________________

Module 4 - Achievements and Reflections
Review achievements
Investing time and energy to actually implement your career development plans and monitoring steps towards
them is essential for progress. Reviewing achievements, reflecting on learning experiences and re-assessing
goals are also all crucial. What we focus on and how we focus are surprisingly important.
Think for a moment about when you, have been looking to buy a car. Did you find that you suddenly see that
type of car driving on the road, or parked at the shops, when you’d never noticed it before? The reason for this is
the reticular articulating system (RAS) in the brain. It focuses our conscious attention on areas that interest us.
So for the example just given, it focuses our attention on a particular model of car.
If your focus is positive and on your achievements, your RAS will naturally be achievement oriented and drawn to
look for other opportunities which will assist you with achieving your career vision.
Don’t forget to ………Acknowledge and Celebrate!
Take the time to celebrate your achievements! It is even better if you decide how you will celebrate or what your
reward will be before you commence, or even complete, your goals as it provides an additional level of
motivation. It can be something you like to do, like a lunch out with friends, or an investment in yourself like a
professional development course. It is up to you to choose the most motivating celebration or reward option for
you.
1. Reflect on learning experiences/achievements
2. Journalling
3. Reframe your perspective
4. Re-assess

Module 4: Achievements & Reflections Activity 1
Reflect on learning experiences
This is the last module in the Career Development Framework and will give you a chance to culminate the time
and work you have put into all 4 modules.
By reflecting back on initial plans it is possible to see the achievements and steps forward that have been taken.
Formally assigning time to complete this kind of review and assess what has been achieved and learnt is vital,
As part of UNSW Australia’s Performance Development annual discussions with your manager, where you meet
to formally discuss both your achievements in line with the previous year’s key priorities that were discussed and
documented, this framework will support you in reflecting on your achievements. This reflection is also a good
time, in conjunction with the Performance Development discussion/meeting, in looking forward to the next 12
months while discussing components of your career development, including professional development
opportunities.
Lastly, each individual will focus on various aspects in reviewing both their achievements and future aspirations
in taking responsibility for managing and driving their career and it is recommended that you review and utilise
the learning resources in part 2 of the Career Development Program:
We wish you great success in your career here at UNSW Australia and welcome your feedback on both this
Career Development Framework and any professional development support in general.
UNSW Australia’s People and Culture Development Unit

Please click through to see overview and contact details of your respective People and Culture Development
Consultant.

Module 4 – Achievements & Reflections - Activity 2
Journaling
A great way to reflect is by using a journal. There's an old saying "you don't know what you know till you've
written it down" - and several research studies have found this to be true. By telling yourself what you've learned,
you can track the progress you've made. You also begin to notice the gaps in your knowledge and skills. The fact
that you are keeping a record of what you learn is an incentive to keep pushing ahead.
Learning Journal Template

The template below can be utilized to help you to reflect on your achievements and challenges, to assist you to
learn the most from them.
Learning Journal Template
I have been focusing on…
What I noticed was…
What has worked…
If I had the chance to do it differently I would…
How will the information gathered from this reflection inform future actions?

Re-frame
It is important to be conscious of the frame you are using to view a situation. Some people approach events with
a negative perspective, expecting the worst, while others take a positive perspective, expecting the best. The
idea of re-framing is to assist you to look at a problem from different perspectives, as the meaning of any
situation or of any set of circumstances is found in the frame within which we view it.
Staying open to re-framing situations
It is important to keep an open mind to the frame you are putting around a situation, as it is unlikely to be the only
one. The following examples take you through positive and negative frames for situations.
Examples of re-framing:
1. A new IT system is introduced in your company.
Negative Frame: The old one was ok, now I’ll have to learn all new stuff and it will be a pain.
Positive Frame: I’d like to get into project work. I’ll volunteer for the team and try out a new career direction. At
least I’ll be an expert on the new system by the time it comes out.
2. Your new manager has very high expectations of you.
Negative Frame: They really push you hard and expect a lot. It doesn’t seem fair.
Positive Frame: It is hard work but you learn a lot of new things and are stretched in your role. Your resume has
improved as a result.
3. You’ve just found out that your area can’t sustain the current number of staff and there will be
redundancies.
Negative Frame: This seems like terrible news and you feel awful. You go home with a heavy heart and tell your
partner about this bad thing.
Positive Frame: You see this as an opportunity to start searching for another job with different opportunities.
You end up with a new job suited to your career direction.
Current situation that you

could’ positively reframe:
Negative frame
Positive frame
It is important to be conscious of the frames you are using. As you explore career options, not all of them will
work out as you hope, but if you can reframe experiences to get the most out of them it will help you move
toward your career vision.

Re-Assessing
Re-assessing your career development plans is the final key step. Browse back through the guide and look at all
your responses. Have they remained the same? Have they changed a little? Have they changed dramatically?
You should note any changes in your assessment of yourself or your environment and review how these flow on
to changes in your need to explore or set goals. You may find that certain goals have been strengthened by your
experiences while others are less important.
It is a good idea to revisit the whole guide and to work through the process on an annual basis. Taking the time
to set new goals and acknowledge those achieved is important for reaching any long term goal.

Self-Appraisal Exploration Goals & Plans Achievements &
Reflections
Strengths Weaknesses Assess career Long term goals Review achievements

preferences
Opportunities Threats Explore career lattice Short term goals Reflect on learning
experiences
Work-Life Balance Investigate role Immediate goals Re-assess and re-

models & jobs frame

Career Development Framework

Enviado por

Dados do documento

Título original

Direitos autorais

Formatos disponíveis

Compartilhar este documento

Compartilhar ou incorporar documento

Opções de compartilhamento

Você considera este documento útil?

Este conteúdo é inapropriado?

Direitos autorais:

Formatos disponíveis

Career Development Framework

Enviado por

Direitos autorais:

Formatos disponíveis

Career Development

Career Development Framework

The Career Development Framework has been designed to enable:

The self-paced activities contained in the workbook include:

• Module 1 - Self Appraisal

• Module 3 - Goals and Plans

• Module 4 - Achievements and Reflections

We look forward to supporting you in developing your career.

People & Culture Development Unit

People & Culture Development Unit 2

"Chance favours the prepared mind."

1. Best and Worst Job Review

People & Culture Development Unit 3

A simple worked example;

People & Culture Development Unit 4

Weaknesses (areas for development)

 Do changing markets, technology or government policies impact your current role?

People & Culture Development Unit 5

Personal Strengths Areas for Development

People & Culture Development Unit 6

People & Culture Development Unit 7

People & Culture Development Unit 8

1. Assess Your Career Preference

2. Undergo a Self-Assessment using Career Anchors

3. Explore your 'Career Lattice' action steps

4. Explain how to investigate role models and jobs opportunities

People & Culture Development Unit 9

Satisfaction More time with family

Personal power Fun work

Ethics Career opportunities

People focused position Task focused position

More free time Stylish office and amenities

Location Flexible hours

Physical challenge Intellectual stimulation

Meaningful work Pleasant conditions

Security Variety of work

Opportunity to solve problems Management responsibility

Own boss Autonomy

Perks and benefits Praise and recognition

Self –leadership Teamwork

Tangible results Making a contribution

Status Learning opportunities

People & Culture Development Unit 10

1. T/F – Technical / Functional Competence

**To purchase a copy of this book try:

People & Culture Development Unit 11

2. Enrichment Considering what jobs tasks you wish to do

3. Vertical Considering what would be the real gain for you

4. Exploration Seeking project work, or deputising in another

5. Lateral Moving to a similar level of job task difficulty but

6. Realignment Downshifting to less responsibility for a short- or

7. Relocation Deciding that work of a different nature from

8. Redirection Changing the career stream or field of work with

9. Proposal Submitting a proposal for creating a new job

10. External Deciding that work of a nature different from

People & Culture Development Unit 12

 People & Culture Development unit website:

People & Culture Development Unit 13

1. Long Term Goals

2. Short Term Goals

3. Experience, Exposure and Education

People & Culture Development Unit 14

Your career vision