Non classifié(e)

by Anne-Marie Rolfe

This lively, colourful book encourages the reader to think outside the box when it comes to creating work inside the reality of our new economy. The author makes the case early on that our economy has changed and relying on the traditional job search is simply no longer a viable option for many long-term jobseekers. While the book is targeted to those who may have given up on the traditional job search, it presents great ideas that would be helpful to those with an entrepreneurial spirit.

The format of the book makes it easy to dip into. This is not a cover-to-cover read, rather a solid spark for creative thinking. Most sections begin with an interview from someone who took that leap of faith and stepped outside of the constraints of the traditional job search. From there, for many of the over 100 alternative jobs, is a useful compilation of information that can help the reader understand and identify with a possible opportunity.

As an example, one suggestion is for an Urban Farmer, which instantly captured my imagination. My mind wandered to a trip I took to Italy where every square inch of available land was lush with tomatoes, basil, beans and other vegetables. How awesome would it be to be involved in bringing that kind of sustainable agriculture to an urban environment?

So inspired and with the help of this book, a non-traditional jobseeker might well be able to build the bridge to making that happen. The information provided is laid out as follows: a short description, useful skills, interests and experience, income potential, things you can do to get started and resources and links with a sidebar for suggested promotional strategies. It’s a page or more of information (depending on the opportunity) that stimulates creative thinking and points the way to further research.

The language is clear and straightforward. I really liked the listing of useful skills, interests and experience as a way for someone to say “I have that” or “I have most of that.” The information provided under income potential varies. In some cases, the range is broad and the suggestions high. A low, medium, high scale or start-up, two years +, five years + scale may provide a more realistic view of earnings as someone considers the transition to the entrepreneurial world.

When you research and write about over 100 different creative opportunities there are bound to be a few that leave you scratching your head. For this reader that includes Personal Footwear Designer (p. 45), Lice Removal Specialist (p. 102), Shoe Detailer (p. 122), Smoking Cessation Coach (p. 104) and In-home Laundry Attendant (p. 113). My head scratching is driven by questions like: is there really a market for these services? Can you make money with these services? Isn’t a community agency already providing some of these services at little or no cost?

An innovative idea that the author incorporated into the book is that information presented in the book is supported by a robust series of links on a Pinterest board. Not wanting to give away any spoilers, I won’t reveal the address, but I will say that I support the mix of print-based information with online exploration.

The subtitle is “Pick Your Own Job” and yet the truth is that these opportunities are all for self-employment. The author makes the case that traditional thoughts related to self-employment need to be re-examined so that real versus perceived costs associated with business start-up can be considered.

The following question is posed in the introduction: “Does allegiance to the traditional employer/employee paradigm promote transactions (e.g. sending out resumes) rather than job creation?” (p. 8). A question worth considering as we know that for many of our clients, the traditional job paradigm is not feeding their soul, let alone their pocketbook.

Work Tree stimulates creative possibility and presents a wide range of ideas to consider and take action on. Traditional jobs have never been the be all and end all for some. This book widens the scope and presents information in a user-friendly, approachable format, so that with the accompanying support, determination and drive, someone can use it to create a job whose success is determined in part by them.

Anne-Marie Rolfe is the Manager of Special Projects for the Employment and Education Centre (EEC) in Brockville, ON and fully committed to researching, investigating and validating legitimate opportunities to work from home. Check out her blog on ContactPoint if you are interested to learn more!

Want to create your own job? Here are a few ideas from the Work Tree book:

• Genealogy researcher
• Virtual language pronunciation coach
• Curriculum vitae developer
• Translator
• Gluten-free baker
• Personal shopper
• Virtual assistant

A youth’s toolbag of essential life skills for transitioning from high school to post-secondary education to the workplace

Book by Sandra Finkelstein

Review by Lynn Sadlowski

We’re not gonna take it is described as a youth’s toolbag of essential life skills for transitioning from high school to post-secondary education to the workplace. It’s intended audience is youth between the ages of 15 and 25 who are moving through very important life transitions toward the world of work at a time when youth unemployment and youth underemployment rates are considered quite high. It is the author’s belief that young people need to stand up against the “old style of thinking” that casts such a bleak future for them. The argument is that in choosing to learn and effectively use the 10 essential life skills outlined in the book, young people will enact changes in the economy and the world, thereby making it a better place for their generation moving forward.

While the seven-part book is designed so that the reader can skip around – reading only relevant sections as needed – the 10 essential life skills outlined in Part 1 are likely a necessary first read. It is difficult to narrow down a long list of life skills into just 10 considered to be essential. The author chose some common ones: decision-making, effective communication, leadership, teamwork and collaboration, goal-setting and building relationships; a few less common ones such as giving, receiving and requesting feedback, the art of storytelling, being in the moment and one at the top of my list – financial awareness and literacy. Rightfully so, a sizeable section is devoted to this area. Financial literacy is a difficult subject for young people. They live in the here and now and when they start to receive that first paycheque or a sizeable student loan, it is far too tempting to buy all the items they have longed for; to frequent the clubs or take a trip for spring break. So I applaud the author’s effort to include financial awareness and literacy and her approach to the subject is accessible to a young reader with relevant examples. Important to this section as well as all others is the offer of tools, exercises, action steps and suggested resources to help the young person practice and integrate the lessons into their lives.

Part 2 and 3 are fairly short sections focusing on decision making regarding high school to post-secondary. Unfortunately the author makes an assumption that all readers would be choosing post-secondary education – “Do I attend college or university?” In my opinion, there is not enough attention paid to the need for self-awareness and finding ‘what’s right for you.’ These exercises and thought processes are a necessary first step in not only selecting a program of study, but in taking that first step into the world of work.

For this reader, “Understanding the Baby boomer-created workplace” might be one of the more important sections of the book. The world of work has changed. On one hand, the dreams and expectations of young people, fuelled by the advice and experience of their parents, are often unrealistic. On the other hand, this generation – often called the Millennials – recognize they have very different core beliefs, values, wants and needs than those of the baby boomers and the comparison used in this book is an effective method of showing how the Millennials are moving toward creating their “new workplace.”

The final section addresses the job search process. Entire libraries could be filled with job search and resume-writing books. We’re not gonna take it highlights a few key points in the process – the need for networking, research and preparation, and provides further resources that the reader can use when relevant to do so.

Overall, the content is accessible to the audience with a variety of tools, exercises and additional resources for further exploration. The book, the first in a series of three, is a good resource for young people and teachers hitting many relevant topics in the area of career development, post-secondary choice and job search

The author of this review, Lynn Sadlowski, holds a Master’s degree in Education from Queen’s University as well as junior, intermediate and secondary teaching qualifications in Ontario. She has specialist qualifications in guidance and more than 15 years’ experience in career and guidance education. In 2013, Lynn transitioned from a sales consultant role with Career Cruising to a position as career counsellor at Queen’s University. She now works full time in undergraduate admissions at Queen’s.

The authors of the book, Sandra Finkelstein, is a youth advocate who is concerned about the world being handed down to her children and all children. After researching the market for nearly three years, she has provided a timely resource of essential life skills to assist the millennial youths, their parents and youth workers with tools fundamental to youths’ success and to help in the decision-making process.

Author: Paul Hill
Publisher: Career Press 2012
ISBN: 978-1-60163-203-6

by Julia Blackstock
I have a lot of respect for anyone who writes a book, especially on job search. Because I work with university students, many of whom are willing to read a book to develop a strategic approach to looking for work, I am always looking for a book that I can recommend. I would prefer to recommend Canadian books but a comprehensive approach is the priority. So it was with great interest that I read Paul Hill’s book, Panic Free Job Search.

The book is organized into three parts: alignment, confidence and tactics. His genuine motivation starts the book well, putting the jobseeker front and centre in his or her own life, capable of very different future lives depending on a willingness to engage in a process. He points out the importance of motivation and a positive attitude (rightly so) and makes an interesting referral to a third-party resource for guided meditation. He is not the first career author to pull in laws of attraction strategies into the career realm but the combination with neural feedback was new – for me. Interesting stuff.
The tactics section of the book is organized to help the jobseeker take advantage of changes in recruiting in recent years. Paul describes in detail the many social marketing tools available (kept up-to-date with a companion website). The best parts of the book for me were Chapters 5 and 9 which included instruction on Internet searches. I use technology a fair bit (e.g., LinkedIn on a daily basis) but I learned a great deal, including search strategies for LinkedIn (using Google) that get around restrictions for those with a limited network. My career toolkit is stronger and better as a result of his review.

Paul spends considerable time on networking (job search talking) and credits author Orville Pierson as a primary source—an important attribution. Paul did, however, take some concepts further than Pierson and, coming from me, that is high praise because I am such a fan of his work. The interviewing chapter was short but contained an effective section on asking questions to truly understand the nature of the work and how performance will be assessed.

Hmm. The finding direction part was probably the weakest aspect of the book overall (and yes, I actually did the exercises). The do-it yourself strategies would probably work better for more experienced and mature readers. The reality is that if people need help with finding direction, they usually need the kind of help not easily extracted from a book. He is available for personal coaching and recommends resources (available at additional cost); so, at one level, the book functions as a conduit for future clients.

The book would have benefitted from a stricter editor. The tone might be off-putting for some. I love down-to-earth language; it was just a little too earthy for me in places. Some of the strategies were a little over the top in my opinion (e.g., fear-based marketing), but the contexts in which we work are different. As well, gendered language was surprising in a book this recent, an oversight corrected somewhat towards the end of the book.

So, is it worth a read? For sure. Would I recommend the book to a student to read? Perhaps, with some carefully-worded caveats.

Julia Blackstock is a Career Counsellor with Queen’s University Career Services. She holds a Bachelor of Arts Honours and Bachelor of Education from Queen’s University. She has also worked with private clients as a coach.

Cannexus14 National Career Development Conference

JANUARY 20-22, 2014
Ottawa, ON, CANADA
cannexus.ca

Legitimate Opportunities to Work from Home – Train the Trainer Webinar Series

FEBRUARY 5-26, 2014
MARCH 4-25, 2014
APRIL 9-30, 2014
eecentre.com/wfh.php

Career Practitioner Institute: “Practical Techniques and Strategies for Career Development Practitioners”

FEBRUARY 6-7, 2014
Baltimore, MD, USA
bit.ly/IHx0IL

Canada’s First Virtual Career Fair for Persons with Disabilities

MARCH 3, 2014
joininfo.ca/careerfair

2^nd Annual Conference – Embracing Ability: Making It Happen

MARCH 5-6, 2014
Vancouver, BC, CANADA
abilitiesinmind.ca

British Columbia Career Development Association (BCCDA) 17th Annual Career Development Conference

MARCH 7-8, 2014
Richmond, BC, CANADA
bccda.org

Colloque sur l’approche orientante 2014

MARCH 26-28, 2014
Québec, QC
aqisep.qc.ca

Contact Conference 2014

APRIL 8-9, 2014
Saskatoon, SK, CANADA
contactconference.ca

Human Resources Institute of Alberta (HRIA) Conference

APRIL 9-10, 2014
Calgary, AB, CANADA
hriaconference.com

Advanced Resume Development Certificate Program

APRIL 9-30, 2014
careerprocanada.ca

British Columbia Human Resources Management Association (BC HRMA) Conference + Tradeshow

APRIL 15-16, 2014
Vancouver, BC, CANADA
bchrma.org/conference

Ontario Cooperative Education Association Spring Conference

APRIL 27-29, 2014
Mississauga, ON, CANADA
ocea.on.ca

International Association for Counselling (IAC) Conference 2014: Communicating, Connecting and Collaborating on a Global Stage

MAY 3-7, 2014
Victoria, BC, CANADA
ccpa-accp.ca/iacconference

Canadian Counselling and Psychotherapy Association (CCPA) Conference

MAY 7-9, 2014
Victoria, BC, CANADA
ccpa-accp.ca/iacconference

Perspectives 2014

MAY 7-8, 2014
Markham, ON, CANADA
onestep.ca

Asia Pacific Career Development Association (APCDA) Conference

MAY 7-8, 2014
Honolulu, USA
asiapacificcda.org

Canadian Association of Career Educators and Employers (CACEE) National Conference

MAY 25-28, 2014
St. John’s, NL
cacee.com

International Association for Educational and Vocational Guidance (IAEVG) Conference

JUNE 4-6, 2014
Québec, QC
aiosp-congres2014-quebec.ca

National Challenge to promote career development: Winners announced

The winners of CERIC’s National Challenge to Promote Career Development were announced on January 6, 2014.

Natacha Courchesne, from the Université de Sherbrooke, was one of the winners. Her idea involved recruiting well-known individuals to star in video clips in which they talk about significant experiences where using a career development service made the difference for them.

Juliana Wiens, from Women’s Employment Outreach in Halifax, proposed a marketing campaign that uses various forms of media to dispel the myth that career development is only for young people, and spreads the message that all Canadians of working age can benefit from career development services.

John Horn, from ThePotentiality.com in Vancouver, presented an idea called Career Swap, which blends career development, experiential learning and reality television to engage youth aged 10-15 in meaningful career conversations and share their stories with the world.

The three winners will each receive $5,000 and be recognized at the Cannexus14 National Career Development Conference in Ottawa, Jan. 20-22, 2014.

CERIC’s National Challenge received 80 submissions and more than 4,500 votes were cast for the Top 10 Finalists. The online competition was funded with a grant from The Counselling Foundation of Canada, in celebration of CERIC’s 10^th anniversary. You can view all the ideas at ceric.ca/nationalchallenge.

What is a NEET, anyway?

Youth who are not in education, in employment or in training (NEETs) are a challenge for policymakers, career practitioners, society and – presumably – themselves. A report published in the fall by the Institute for Research in Public Policy in the United Kingdom blames this phenomenon on a broken school-to-work transition system, and sets out a solution for increasing the number of youth that are “learning or earning” by establishing a distinct work, training and benefits track for youths aged 18-24 years old.

Underpinning this approach is a conditional youth allowance that would keep them out of the welfare system, and ensure that they can complete their education before having to enter the workforce. Perhaps the most controversial part of this approach is the “youth guarantee,” which would offer young adults access to further education and intensive job search support. Youth who are not in employment or in training for more than six months would be provided with paid work experience and training – with no option to refuse.

The whole report can be found at bit.ly/18iGxzA.

Updates from ContactPoint

Your work as a career development professional is in constant flux. And so is your online community! Since ContactPoint’s relaunch last year, the website has continued to evolve to meet your needs.

We have created new categories of resources in our Directory:

• Apps that you can use in your work,
• Blogs aimed at career development professionals, and
• A new section listing resources by type of clientele.

We constantly add new resources to ContactPoint’s directory, and we share three of the most valuable every week in our free CareerWise newsletter.

Interested in showcasing your expertise? You can now browse Calls for Presenters on ContactPoint’s events board. A guest blogging section was also added to the Blogger Central; you can get your post published by getting in touch with contactpoint@ceric.ca, or even apply to become a regular blogger. We are also relaunching an improved version of the career development wiki, one of the most visited sections of the website, and you can join us as a contributor.

Finally, an open discussion forum called “News of the Sector” aggregates the latest news of the career development community in Canada. So share your organization’s news!

Don’t forget that ContactPoint users can also contribute content to every section of the website. This is a community website by career practitioners for career practitioners!

Know your impact!

A research project from the Canadian Research Working Group on Evidence-Based Practice in Career Development, Common Indicators: Transforming the Culture of Evaluation in Career and Employment Services, argues that career centres need to use a more consistent and sophisticated set of metrics to efficiently prove the “incalculable and considerable economic, health and social well-being benefits” of career development services.

Career and employment service centres tend to measure the level of satisfaction of their clients, whether they become employed or not, and the nature of their employment. However, little is measured regarding, for instance, the quality of employment obtained, the methods that worked, or the context in which the client found themselves when seeking career help. Furthermore, it is difficult to figure out how indicators influence each other if their measurement is not constant.

You can find out more by visiting crwg-gdrc.ca, under the “Research Projects” tab.

New study to show influence of parents, teachers on career development in children

A new CERIC-funded study by Memorial University researchers will examine the influence that parents and teachers have on the career development process of young children.

Understanding Young Children’s Career Development as a Developmental/Relational Process: Engaging Parents, Schools, and Community focuses on the roles that parents and teachers play in the career and educational development of young children, preschool to grade 3. Much of the existing research explores the career development of youth and young adults; more study is warranted on young children’s career development, which is what this project strives to accomplish.

A main goal of this study is to empower and engage parents and teachers to become more aware of young children’s career development and teach them how to employ dynamic and interactional career development strategies. Knowledge from this project will be disseminated among researchers, practitioners and parents and will include the development of a guidebook for parents and teachers.

The lead researchers on this project are Dr Mildred Cahill and Dr Edith Furey. Learn more at ceric.ca/projects.

The skills gap: myth or reality?

Much ink has been spilled lately about the skills mismatch in Canada and elsewhere, its nature and how to overcome it. Recently, however, a report from TD Economics put into question the fact that Canada is facing an imminent skills crisis, by arguing that the data available about the skills gap across occupations and provinces is insufficient to know whether or not we are worse off today than in past years.

For instance, the report points to the modest growth in wages – a key indicator, since a skills shortage would put upward pressure on wage gains. The authors also argue that the increase in the job vacancy rate might only be the sign of a recovering economy, especially since the vacancy rate for occupations widely said to experience skills shortages is only marginally higher than the average.

The report also reiterates the need for all actors in society – not only governments, but also educational institutions, employers and employees – to be involved in promoting the upskilling of the workforce.

The report, entitled Jobs in Canada: Where, What and For Whom?, is available online at bit.ly/1fi6FN9.

Ten Ideas That Changed Career Development

Ten NCDA members were asked to reflect on the 10 highest ranked ideas in career development and share their thoughts.
bit.ly/1aDJTKr

L’orientation avec la clientèle émergente

Ce blogue par Émilie Robert adresse un besoin de co-développement professionnel au sujet d’une nouvelle clientèle de plus en plus importante dans les collèges.
acochandicap.blogspot.ca

Career Development in Canada: Report to the Winston Churchill Memorial Trust

This study by Tristram Hooley examines the Canadian career development system, particularly the implementation and influence of a career management skills framework.
bit.ly/1gI0r9v

Top 50 Careers Blogs

Blog Rank uses different factors to select the 50 most popular blogs in any category.
blogmetrics.org/careers

By Lisa Taylor

As career practitioners, it is essential to recognize that longevity is not about doing the same work for longer – it has driven the emergence of a completely new career phase

Will you work longer than previously expected? Most people will and media reports would have you believe that the trend to delay retirement is purely driven by personal finances. However, the true reasons why Canadians will remain engaged in the workforce well beyond their 60s lie in changes that have occurred over the last 10 years as a result of the technology revolution and shifting demographics.

How has work changed in the last decade?

We have lived through a technological revolution that started in the 1980s and has changed how we work.

Today, individuals can access enterprise-level technology, on-demand from their home computer. Cloud-based services enable us to work how we want, where we want and with whatever level of automation or sophistication we desire.

Value has shifted from the tools and processes to get work done to why we do it and who does it. Indeed, Bersin (among other research firms) advocates that the technological revolution has given way to an emerging talent revolution. New developments in careers and employment over the next 10 years will be just as transformative as new technologies were over the last decade.

Why we need to update our view of working life expectancy

Demographics are driving the emerging talent revolution and the first step in capitalizing on new opportunities rests in debunking out-of-date assumptions.

In the 1930s, organizations across North America implemented mandatory retirement programs. Retirement happened by age 65 and life expectancy was 61 years.

Today, life expectancy reaches into our 80s. Indeed, those who stop working by age 65 will be out of the workforce for as much as 1/3 to 1/4 of their lifespan.

In his book The Big Shift, author Marc Freedman explains that when it comes to work we have taken a 61-year life expectancy and stretched out our activities to fit within a roomier 84-year lifespan. As career practitioners, it is essential to recognize that longevity is not about doing the same work for longer. It has driven the emergence of a completely new career phase, the Legacy Career®. [1]

Working smarter, working longer – predictions for the next 10 years

The technological revolution has enabled us to work in new, more flexible, more knowledge-focused ways. Longevity ensures that should reasonably expect to continue making meaningful contribution, through paid and unpaid work, well beyond traditional retirement dates. When examined together, these two forces can help counter several of the powerful myths that currently block experienced employees from thriving in productive Legacy Careers®.

Myth #1: Employees over a certain age are “not up-to-date.” Some employees in their 50s and 60s do not use social media (however, many do). Some 20-year-old employees do not know how to use the tools in ways that are appropriate for business. Social media has emerged very quickly in the workplace and there is a wide spectrum of comfort level and use at all ages.

In recent discussions across Canada, Challenge Factory found that employees cease having meaningful career discussions with managers at approximately age 48. Managers and employees default to filling in forms rather than having in-depth discussions about future-looking training needs and career opportunities. Many managers report being uncomfortable or unfamiliar with how to have a career development discussion with an employee aged 50+ who is not part of an identified “high potential” program. Whether an employee is 35 or 55, ongoing engagement in career development is essential for all, not just those destined for the C-Suite.

Prediction: Over the next 10 years, employers and employees will recognize the importance of transitioning with purpose into Legacy Careers®, including more relevant approaches to career exploration, lifelong training and development and successful transition strategies for experienced employees.

Myth #2: Employees over a certain age aren’t interested in long-term employment. “I just need something to keep me busy for 3-5 years.” “She’s overqualified for the job and not likely to stay.” Both employee and employers fall into the trap of believing we will exit the workforce in our 50s and 60s. Often, employees readily admit that they do not want to continue doing the role or work that they are currently assigned but feel that there are no other options. Employees feel like they have reached a “best before” date decades before there is reason for them to leave the workforce.

This is a very damaging myth. It leads organizations to shortchange themselves on how to best use the talent that they have at their disposal and it leads employees to feel stuck. Long-standing employees have significant impact on an organization’s culture as they tend to have extensive informal networks and represent what younger employees can expect from their own careers as they age.

Prediction: Employers and employees will capitalize on the business benefit of new programs for employees in their 50s and 60s. New career paths and options will become available to retain and engage experienced employees in meaningful work that supports business strategy.

Myth #3: Employees over a certain age are expensive. Employees with higher levels of seniority typically enjoy higher salaries and richer benefits. When this myth is discussed, advocates for older workers often cite the value that experience brings to the workplace along with studies that show the real cost savings that employers gain due to this cohort’s attention to detail, organizational knowledge and dedication to getting the job done right the first time. While these facts about the efficiency of experienced workers’ output are well founded, there is another, more significant false assumption underlying this myth that must be addressed.

There is no reason to assume that salary and benefits continue to increase indefinitely. Employees may opt to take on new roles at lower levels of responsibility that better suits their lifestyle interests and needs. In National Roundtables conducted by the Federal Government, employees over age 50 indicated that they would be interested in exploring career options at lower salary and prestige levels if the work was meaningful, more flexible and resulted in attending fewer management meetings or managing fewer employees.

Prediction: As workplaces identify which roles are best suited to be made available for employees entering the Legacy Careers® phase, new career paths will emerge that allow compensation to fluctuate with level of responsibility. Talent models will incorporate these transitions as part of normal employment patterns and roles will be determined based on business need without assuming employees must stay within their same department/function or at the same level.

Living through revolutionary times

We are living in a unique moment in time when the implications of the technological revolution are still working their way into our everyday understanding of the world while, at the same time, the next revolution is challenging our assumptions about career, employment and talent.

There is great opportunity for both employers and employees to take advantage of new career models that reflect the reality of today’s demographics and positions Canadian businesses as leaders in the Talent Revolution.

Lisa Taylor is the President of Challenge Factory with clients from Vancouver to Quebec. Challenge Factory works with organizations and individuals across Canada to implement new strategic talent programs, to enable managers to be better career advisors and to support individuals itching for Legacy Careers®.

by Barbara A. Smith
Over the past 40 years, there has been a dramatic increase in global connections within technological, economic and cultural spheres, which have in turn affected the production, trade and finance that shape the world of work. Looking closer, globalization is characterized by: the emergence of a single global market for credit and money; growth of strategic international cities where services infrastructure of the global economy is located; establishment of enforceable regional and global trade and a push towards financial deregulation and liberalization that restrict the flexibility of domestic economic, environmental and social policies; development of global bureaucracies and emergence of new political entities; and compression of time and space as a result of technologic developments (Spiegel et al., 2004; Huynen et al., 2005).

The complexity, rapidity and scale of these changes bring new career opportunities but also produce ambiguity, unpredictability, instability and uncertainty. The results, for clients and for career practitioners, are: greater competition and pressure for productivity; greater emphasis on technological knowledge and skills with an increased demand for skilled workers; demand for continuous learning and ongoing innovation; increased number of tasks and greater work/life complexity; fewer opportunities for upward mobility and a shift towards lateral movement; organizational change driven by mergers, joint ventures and work alliances; more use of temporary or contract positions; more opportunities for work in different parts of the world resulting in global labour migration, increased racial, ethnic, cultural and gender diversity in the workplace; increased emphasis on interpersonal competencies including communication, teamwork and networking; greater need to consider entrepreneurship and self-employment, and ultimately, less defined and predictable career paths within organizations and in searching for employment (Amundson, 2005; 2006)

Consequently, career development in the globalization era is distinct from the old paradigm of finding a job with one company and remaining for one’s career. We have seen a shift from “lifetime employability” to the need for individuals to become “lifetime employable” (Friedman, 2005, p. 284). With this need is an increased pressure to constantly and creatively reinvent oneself and to adapt to maintain employment and develop one’s career. Under these circumstances “current career development theories and techniques face a crisis in that their fundamental assumption of predictability based on stability and stages is debatable and, more importantly, may no longer be functional” (Savickas et al., 2009, p. 240).

Gellat’s (1989) work on positive uncertainty and decision-making seems more relevant than ever in the seemingly unpredictable globalization era. Gellat sees decision making as a three-stage process: acquiring information, processing information by arranging and rearranging it, and deciding and acting. There is more information than ever before in the globalization era, particularly due to technology. Processing the information can be challenging, and making decisions and taking action can be difficult given the pressures clients often feel to make the “right” decision. However, Gellat and Gellat (2003) see positive uncertainty as creative approach to decision making, offering a perspective where people acknowledge and embrace the uncertainty of outcomes because of the unpredictability of the future. While acknowledging the paradoxical nature of the concept, they state the purpose of positive uncertainty is to increase awareness of possibilities since most people often focus on what is probable or preferable.

Given globalization’s impact on career development, it seems like encouraging positive uncertainty in clients may be one of the main tasks, if not the main task, of career practitioners given the ubiquity of clients’ uncertainties. With increased instability in careers coupled with even more demands on workers, it is an important concept because being positive about uncertainty increases possibilities and therefore can generate opportunities for proactive, creative career development. Gellat and Gellat argue that when the future is certain, all one can do is prepare, but when the future is uncertain, one has the opportunity to be a part of creating it, rather than just preparing for it. Positive uncertainty can play an important role in empowering clients as they grow in their careers.

To embrace positive uncertainty as part of career development, certain paradoxical attitudes and skills must be fostered, including being focused and flexible about what one wants, aware and wary of information, realistic and optimistic, and practical and “magical” about what one does. As career practitioners we want to recognize and promote these attitudes and skills, as well as look for opportunities to encourage clients to develop them. In a rapidly changing, complex, unstable world it is desirable to both see and create as many career options as possible, and these attitudes and skills seem essential in promoting career growth. Helping clients not just develop a tolerance for uncertainty, but to see it as opportunities for them to create the careers they want.

Barbara A. Smith, BA, MEd, MA is a counselling psychology PhD student at the University of British Columbia, currently working with clients with mental health and career development concerns. She will be presenting at Cannexus13 on globalization’s impact on career development and how career practitioners can use career theories to work with clients more effectively.

References

Amundson, N. E. (2005). The potential impact of global changes in work for career theory and practice. International Journal for Educational and Vocational Guidance, 5, 91-99.

Amundson, N. E. (2006). Challenges for career interventions in changing contexts. International journal for educational and vocational guidance, 6, 3-14.

Friedman, T. (2005). The world is flat: A brief history of the twenty-first century. New York, NY: Farrar, Straus and Giroux.

Gelatt, H. B. (1989). Positive uncertainty: A new decision-making framework for counseling. Journal of Counseling Psychology,36(2), 252.

Gelatt, H., & Gelatt, C. (2003). Creative decision making using positive uncertainty. Crisp Learning.

Huynen, M. M. T. E., Martens, P. & Hilderink, H. B. M. (2005). The health impacts of globalization: A conceptual framework.Globalization and health, 1(14).

Savickas, M. L., Nota, L., Rossier, J., Dauwalder, J. P., Duarte, M. E., Guichard, J., Soresi, S., Van Esbroeck, R., & van Vianen, A. E. (2009). Life designing: A paradigm for career construction in the 21st century. Journal of Vocational Behavior, 75(3), 239-250.

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We make a living by helping clients transitioning into new careers. But what about our own ability to adapt? The new Employment Service Model in Ontario has challenged us to “walk the talk.”

by Heather Powell

Career practitioners spend the majority of their time guiding clients through the transitions and challenges that come with unemployment: the emotional ups-and-downs that hit the ego when losing a job, creating job search materials, preparing for interviews, being rejected from opportunities or never hearing back at all. We provide words of comfort and guidance when faced with statements like, “I just wish I was still working. Everything would be fine if it wasn’t for the company closing,” or “I don’t know why they let me go. It’s not fair, I worked so hard,” and of course, “I feel like I am too old/overqualified/under-qualified to find a new job. No one wants me!” We respond by reaching into our toolbox of counselling techniques and provide support, positive feedback and suggestions. We tell them, “You can’t change the labour market, you can only adapt.”

Despite our incredible ability to do this for our clients, we seem to freeze up when dealing with transitions in our own workplace. Most of us living and working in Ontario can remember August 1, 2010 as the day the Employment Service Model was implemented. No longer did assessment agencies, job search workshops, employment resource centres and employment counselling stand alone, facilitated by various community agencies; they were condensed to a select few agencies that were to offer a buffet of employment services. Not only was the structure of services changed, a new software system was launched as well, which would be used all across Ontario. Soon, we began to hear the moans of confusion and frustration about time being spent on data entry instead of serving clients.

Those of us who remained in the field dealt with the transition in several ways. Some of us went silent, unsure of what the future would hold; some of us vocalized our concern about not being able to serve clients like we used to; and some of us were just angry.

We went through the same stages of grief as our clients. At first, most of us were probably in shock and trying to wrap our heads around how we were going to provide all these services in one centralized location. Then came anger: how could this happen to us? It’s not fair! The old system was just fine. We will never be able to serve clients the same way again.

After this, we moved into bargaining. Okay, we will try this for a while, but then the government will see that it doesn’t work and they will have to go back to the old model. Depression occurred about a year into the new model: time has passed and things are not going back, we are still struggling with the new way of doing things. We begin to think, it will never work.

Then, something changes. Maybe we start to use the same counselling tools that we did with clients. We start telling ourselves that the system will not change, we need to adapt to the system. We need to modify our thinking and challenge ourselves to do things differently. And that is exactly what we did.

I currently work in Mississauga and I see the amazing job the community agencies are doing every day in meeting the needs of unemployed clients. Partnerships have been developed and adaptations have been made to ensure that clients are getting the best service possible. Of course, there are challenges and some days are better than others but, for the most part, we are now working with the model, not against; all because we came to the acceptance stage of transition.

So, when you are sitting in your office with that client who feels so frustrated about the employment transition he is experiencing, remember the journey that all Ontario career practitioners have been taking since August 2010 and continue to take. You may be able to relate with them more than you realize.

A career development professional with over 10 years of experience in the not-for-profit sector, Heather Powell is currently employed with the Centre for Skills Development and Training in Mississauga, ON. She has a passion for assisting clients with meeting their employment goals.

By Don Presant

There’s more to online resumes than LinkedIn. Based on his experience at Career Portfolio Manitoba, Don Presant discusses the various options available for your clients wishing to take their career development online.

The Internet has had a big impact on career development and employment. In your work, you are probably starting to answer a lot of questions about the advisability and best practices for using ePortfolios, or similar solutions under different labels: online resumes, web CVs, personal career websites, video resumes, LinkedIn profiles, etc. This article, based on our experience with Career Portfolio Manitoba, should provide you with a useful framework for considering the available alternatives.

ePortfolio: shop window or workshop?

Your clients and colleagues may have different ideas of what an ePortfolio is, so it’s good to get everyone on the same page. There are three different models for conceptualizing the purpose of an ePortfolio.

First, you can use it as a “shop window”, a targeted communication tool which contains assertions of knowledge, skills and ability, backed by authentic evidence. Targeted purposes may include the recognition of prior learning (for instance, for admission to education programs) or improving a job candidate’s employability.

However, the ePortfolio can also be used as a private workshop for deep learning. This “learning” ePortfolio is based on reflection, and its creation is akin to doing a “workshop” in private, where the individual makes connections between learning experiences, whether formal or not. Deep learning can also apply to pre-employment training programs or, even after hiring, as an employee development tool.

In the third model, the ePortfolio can be used for both display (shop window) and learning (workshop). The shop window is just the tip of the iceberg, hiding such things as:

• A virtual storeroom for stuff that may be showcased later
• Personal reflections about your experiences
• Learning goals and personal development plans
• Continuing professional development
• Performance support tools, such as guides, checklists and answers to interview questions

The more learners think of their ePortfolios as “lifelong learning companions,” the more they will get out of them.

More than a scanned binder: advantages of the “e” in ePortfolio

The ePortfolio shares a lot of characteristics with its predecessor, the paper portfolio, but it can be a much more effective communication tool. For one thing, they are easier to share and improve: different versions can be viewed by many people at once, enabling jobseekers to target their ePortfolio to every organization they apply to. Also, advisors can comment and make suggestions privately. ePortfolios can also embed multimedia evidence, link within themselves and to other sites, and help build a positive, purposeful online digital identity.

Make your own!

In determining your approach to your own ePortfolio, you need to find your own comfortable mix of cost and control. Since users normally register themselves for these services, your role as a career advisor may be limited to suggesting the best platform for them to use. There are many free web applications out there, including Google Apps, Evernote, Weebly, Pathbrite and YouTube (for video resumes). Some people maintain that LinkedIn is all you need for an ePortfolio; our strategy is to show users how to embed their LinkedIn profiles in their larger ePortfolios.

There are also many available applications for purpose-built ePortfolios, including proprietary systems (Digication, PebblePad, eFolio, iWebfolio, Taskstream, LiveText, Chalk & Wire, etc.) and open source systems (Mahara, ELGG, ePEARL, etc.). Content management systems (CMS), such as WordPress or Drupal, can often replicate many of the features of a purpose-built system.

It is possible to combine some of these tools to build a personalized platform. For instance, Career Portfolio Manitoba shows its learners how to embed LinkedIn profiles, Google Apps, YouTube videos, images from Flickr and other content into their online ePortfolio (purpose-built with the open source Mahara platform). You should be able to do this with most CMS and free website applications, depending on their configuration.

Moving forward

Perhaps you’re considering implementing your own ePortfolio program, or at least planning to create a list of dos and don’ts for your clients. I hope this article has helped. Although it’s in the technology section, you can see there’s more to it than that!

Don Presant is President of Learning Agents (learningagents.ca), founded in 2000, which provides consulting, hosting, training, and support services for ePortfolios and eLearning. Learning Agents has a knack for working with smaller institutions and organizations on effective and sustainable pre-employment, career development and workplace training solutions. Don’s own ePortfolio may be found at bit.ly/DonPresant_ePortfolio

About Career Portfolio Manitoba

Career Portfolio Manitoba (careerportfolio.mb.ca) is an ePortfolio solution funded by Workplace Education Manitoba and WPLAR. It is designed to meet the employability needs of adults in transition using an essential skills framework. We help our clients build authentic, employer-friendly portraits of their transferable knowledge, skills and attitudes built through their lifetime experience, backed by multimedia evidence.