There is a fundamental challenge that we have identified through our research, called a “career visibility” challenge. This visibility challenge manifests itself inside the company, in the engagement, and on the other side with respect to the people who are there.Within the company, in terms of people not having visibility into how their lives will […]Continue Reading →
There is a need to see careers at one level deeper than simply entrance tests. For some people, careers becomes a space for contribution and meaning-making but that is not true for 95% of the population.
One of the reasons why that is not happening is because there is a fundamental re-interpretation of roles needed. […]Continue Reading →
Can we re-look at the “recruiting model”?
Look at “recruitment” as an enabling process rather than as an evaluatory process. This means that when corporates interview a person, can they evaluate him to a “value end-state” and say “these are the gaps you have, come back after 6 months, but please close these gaps and […]Continue Reading →
Companies are waking up to many ideas. They are recognizing that there is a real need for getting people with the right orientation. They are beginning to recognize that “competence” grows over time. They are beginning to realize that it is endless what people have to learn- because once they have done an engineering degree […]Continue Reading →
Can people be enabled to see their careers in completely new ways?
For example, an engineer who is joining a manufacturing firm today, understands that he will slowly rise to plant manager and maybe finally technical director. Before that he will be on the shop floor, then a supervisor for 20-30 years. This is one vision of his work.
[…]Continue Reading →
In most systems people take a “skill” and at the most an “attitude” view of things. This is what the current notion of competence is. The most common model in use is K-S-A (Knowledge-Skill-Attitude).
However, human systems really succeed when they have outstanding “practitioners”. This is what is called “professionals”; i.e., someone who has learnt a […]Continue Reading →
Companies are waking up to many ideas. They are recognizing that there is a real need for getting people with the right orientation. They are beginning to recognize that “competence” grows over time. They are beginning to realize that it is endless what people have to learn. Because once they have done an engineering degree […]Continue Reading →
A job ad for example, represents some kind of abstraction of what he does. It is an abstraction that has been built because the organization has checked within and found that “this is the set of attributes, tasks, etc.” and it is a broad mandate of the agenda for an employee. Most job descriptions are […]Continue Reading →
If one takes a job description, which describes “what one will do”, it does not distinguish between a worker and a contributor. If we shift this into challenge spaces and frame those challenges smartly, in a way that excites a competent man, and then talk in terms of what responses are made to those, suddenly […]Continue Reading →
- – How can careers be reframed?
- – What are the building block ideas of i-become?
- – Who is a contributor?
- – Why do organizations need contributors?
- – Why do we need "practitioners"?
- Contributive Careers: the building blocks
- How can organizations relook at careers?
- How to become a Contributor?
- How to make the right career choice?
- The Need for Contributors
- What is evolution in the context of career journeys?
- What is the value of 'becoming'?
- Who is a Contributor?
- Why is visibility required?