Careers

Mentoring in the Workplace – Benefits for Career Development

Mentoring in the Workplace – Benefits for Career Development

Fiona is completing her university studies and is seeking a career as a social worker. She needs encouragement to enter the industry, with a reality check of what she can expect once she is working. She recognises the challenges and the professional responsibilities ahead. With the support of a mentor, a trusted counsellor or guide, who will share their knowledge, expertise and experience, it will enable Fiona to develop her abilities, and grow in the job role.

Who is a mentor?

A mentor is an experienced role model and trusted advisor who offers their knowledge and experience, and provides advice to guide and support the mentee during their professional career journey. The goal of mentoring is to assist the mentee to improve themselves through skill and professional development to advance their career. Effective mentoring focuses on the needs of the mentee.

A mentor can be from the same industry, an employee from the organisation, or an industry network group. Importantly, the mentor will require personal attributes that facilitate the relationship, and be well matched to the mentee’s needs and personality type.

How can mentors benefit career development?

The mentoring relationship is built on mutual trust, respect and communication to empower the mentee to progress within their role, and set goals for professional development.

The mentoring journey commences by establishing goals – both long and short-term goals that the mentee sets for him or herself. The long-term goal is the larger goal such as: attaining a job and successfully transitioning into the organisation, or obtaining a promotion. Short-term goals are a series of milestones that form a step-by-step approach to attain the long-term goal. For example, to attain the stated long-term goals, it may entail writing and developing a resume or LinkedIn profile, or assisting with interview skills.

The mentoring process provides support for the mentee’s development that includes:

  • examining professional issues that impact on the mentee
  • obtaining exposure to new ideas and ways of thinking
  • advising on developing strengths and overcoming weaknesses
  • guiding professional development and career advancement
  • developing new skills and knowledge
  • obtaining recognition within the organisation
Although Fiona has completed her tertiary qualification, she acknowledges that she needs to adjust to the world of work, the workplace culture, and develop positive relationships with colleagues. She needs to action the theories learnt during her course into workplace practices. As her course did not address these issues, mentoring provides the opportunity to assist her transition.

The mentoring relationship is not a modern fad. Historically, individuals learnt through older members who passed their knowledge and insight whilst in the workplace. Patiently, the mentor provided the time and energy to serve as the teacher and overseer of the mentee. Mentoring is a fundamental process of human development. The benefits of mentoring are recognised for all parties: the mentee, the mentor, and the organisation.

Crown Coaching and Training have developed an online Mentoring and Development course to support professional practice and high-level performance. The course consists of a core program, and two optional modules to address specific situations.

 

How can mentoring make a difference?

A mentee may be an inexperienced individual who is seeking to enter the industry, or experienced seeking support to attain a promotion, or to identify their next step. A mentor provides valuable advice and encourages new perspectives, addresses workplace challenges to assist mentees to attain career goals, improve their professional practice with new knowledge and skills, and respond to industry challenges. The mentoring process identifies emerging talent, and encourages continuous improvement through the ongoing relationship with the mentor.

What are the benefits to each party: the mentee, mentor and organisation?

There are many benefits that mentoring brings to all parties: the mentee, the mentor and the organisation.

 

Benefits to the mentee

  • Gain insight and valuable advice to get ahead – The mentor is a sounding board who ‘has been there and done that.’ They guide you to overcome challenges, and move forward in your career.
  • Attain new perspectives – Through communication about issues and questions, you learn new ways of thinking to broaden your thinking and practice.
  • Develop knowledge and skills – during the mentoring process to progress your career. Where a skills gap exists, a mentee may be advised about studying a recommended training program.
  • Improve communication skills – Develop and tailor communication to address a range of audiences.
  • Build your network – A mentor can assist you to expand your network of professional contacts.
  • Advance your career – A mentor will support you to attain professional goals and overcome obstacles to advance your career.

 

Benefits to the mentor

Becoming a mentor offers the opportunity to develop professional qualities. These include:

  • Gain professional recognition, build leadership skills and self-worth. Your professional standing is validated as you supervise the mentee’s development and career progress. As a mentor, you share knowledge and address personal issues that a mentee experiences.
  • Advance your career as you communicate, coach and motivate a mentee. It will signal to the industry and organisation your role in ‘giving back’ to the industry, organisation and mentee. This is a powerful message and important in the business world.
  • Improve your communication and interpersonal skills. As a mentee’s background, experience and career level is individual, your communication is tailored to provide relevant information, and develop the relationship.
  • Gain new perspectives by listening to the points of view of a mentee as they share their experience and background.
  • Gain fulfilment and satisfaction to assist a mentee’s growth and development. As you encourage, support and empower a mentee’s success – it is personally and professionally rewarding.

 

Benefits to the organisation

  • As the mentee and mentor commit to the mentoring journey, it provides a powerful message that the organisation values, and is willing to invest in its members/employees.
  • Develop an organisational culture of learning that promotes growth, co-operation amongst staff, high morale, and career development. A mentoring program builds a positive learning community.
  • Encourage commitment and loyalty to the industry/organisation as it promotes engagement, retention to reduce turnover rates, and performance. It enables faster induction of new staff that overcomes and minimises early problems that individuals may face.
  • Promote desired company behaviours and attitudes that are shared throughout the organisation, creating consistency and professionalism.

There are many benefits in participating in a mentoring program. It provides professional growth and commitment to one’s career, the organisation, and the industry. It is a privilege to professionally and personally share the development of a mentee’s career. You guide the mentee’s career growth from inexperienced to future leader.

Offering wisdom and support is a gift that mentors can make that will influence the mentee’s career and their life!

Further information on the Mentoring and Development program can be obtained from the website or contact Crown Coaching and Training here.

 

About Leah Shmerling

Leah Shmerling

Leah Shmerling is the Director and Principal Consultant of Crown Coaching and Training, and has extensive experience in career development, life coaching, education and training.

Leah is the author of two books in careers and business communication, a former freelance writer for The Age and Herald Sun, and publisher of two accredited online short courses, Mentoring and Development and Foundations in Career Development Practice.

Leah is a professional member of the Career Development Association Australia (CDAA), a Certified Retirement Coach and is Board Certified as a Career Management Fellow with the Institute of Career Certification. 

Leah Shmerling can be contacted here

Category: Careers, Mentoring

Your Life Path and Career Direction Part Two

Craig has completed his year 12 and selected his university course preferences. This was a challenging process. He has a clear aptitude for maths, however, the family has a well-established accounting practice. There is pressure for Craig to enter the family business upon completion of his studies. 
Craig is also interested in drama, and his dream job is to work as an actor. His parents influence and investment in his private education make this choice highly unlikely for his initial career choice. 

As individuals, we are a sponge to the factors that influence the career paths that we take. It starts as a young child by our observations of family members who go to work, or stay home through family responsibilities, unemployment or retirement. Their behaviour models to children their attitude to work. Parents influence their child’s decision though choice of school, subject choices, post-school preferences and attitudes. 

Our personality and attitude will also impact how we handle job challenges. Some people focus on problems and issues, others on solutions. 

 

Other factors that influence your career direction include: 

Life stage – We each play multiple roles in our lives which change over our lifetime. Our attitude to careers is influenced by our life stage.

Donald Super argued that people pass through five career stages during their life span, and their self-concept changes and develops over time through experience. 

  • Children to adolescents, develop their self-concept, attitudes, needs and general ideas about the world of work through the influences discussed
  • Children and young adults to the age of twenty-four, ‘try out’ various occupations though school, leisure, part-time work, volunteering and hobbies before finding a stable and appropriate fit
  • Adults from their mid-twenties to mid-forties aim to consolidate their chosen career through education, by obtaining qualifications through certifications and advanced degrees
  • Middle adulthood from age forty-five to sixty-five is characterised by either ‘Holding on’ or ‘Keeping up’ by updating and enriching one’s career. Sometimes people feel risk adverse where they feel ‘stuck’ in their career, and reflect on what they have done with their life, or, what they truly want
  • In the last stage from sixty-five plus, individuals review their career with the view of disengaging from the workforce. There is a decline from formal employment to finding new roles with a view to retirement

At this stage, older workers seek some form of work as they pursue new or renewed outside interests. They may assist or mentor younger members of the industry or organisation, undertake consultancy roles that provides flexibility, seek self-employment or a new work role.

 

Each life stage expresses one’s attitudes, interests, and needs

Previous experience – our experiences in life and with others impact on our choice of careers. We are likely to consider continuing a task if we have a positive experience doing it. We focus on areas where we have success and achieved positive self-esteem. 

Interests, skills and abilities – it is well known that our interests, skills and abilities are connected to the occupational roles that we select. When working with our interests and skills, our motivation and work performance remains high. 

Social and economic conditions – we are all born within a social and economic personal context. This may explain why some early school leavers often work in blue collar jobs, whilst some have the financial opportunity and commitment to study at university. Of course, there are early school leavers who in time choose to return to formal education with the view to advance their careers. 

Culture – our racial background, as well as the culture of an individual’s regional area, and local community shape values and expectations. Compare the culture of rural and metropolitan workplaces, or Australian and Asian cultures. 

Modern workplaces have a commitment to a diverse workforce to reflect our multicultural society with the talent and benefits that it offers. When choosing a job, organisational cultures vary.

Company culture is the personality of the company. It defines the environment in which employees work. Some organisations will be positive and exciting, others can be stressful. An organisation can have an employee focus, whilst other organisations have a bottom-line results culture. 

Changes in the economy and job market – our career choices are made within the context of society and the economy. Events in our lives affect the choices that we make and how our careers develop. During a downturn with fewer jobs, individuals may choose to study. It was common during the global financial crisis when many people were laid off work, return to study either to retrain or study for higher qualifications in their field. 

Media – our careers can be influenced by media through television shows, movies, and books. Actors or characters bring occupations to life and become role models, often with a distorted view of the profession. For example: in Sex And The City we see Carrie Bradshaw working as a Sex Columnist for a newspaper, in CSI we see forensic investigators solving crimes, in Dead Poet’s Society we see a dedicated teacher, in ER we are exposed to doctors in the emergency room saving lives, and in Mad Men we see the glamour of the advertising industry in the early 1960’s. 

There are many influences on our career. What is true, is that careers do not just happen. The old three‐stage pattern of preparing for work; working; and then retiring is fast disappearing. Rather, we make ongoing decisions that over time, determine our career journey.

 

If you were Craig, what career choice would you make? Would you work in a ‘safe’ career to earn a living, or follow your passion? Share your ideas below in ‘Comments.’

You may also be interested in the blog Your Life Path and Career Direction Part One

About Leah Shmerling

Leah Shmerling

Leah Shmerling is the Director and Principal Consultant of Crown Coaching and Training, and has extensive experience in career development, life coaching, education and training.

Leah is the author of two books in careers and business communication, a former freelance writer for The Age and Herald Sun, and publisher of two accredited online short courses, Mentoring and Development and Foundations in Career Development Practice.

Leah is a professional member of the Career Development Association Australia (CDAA), a Certified Retirement Coach and is Board Certified as a Career Management Fellow with the Institute of Career Certification. 

Leah Shmerling can be contacted here

Category: Careers, Case Study, Jobs

Your Life Path and Career Direction Part One

Craig has completed his year 12 and selected his university course preferences. This was a challenging process. He has a clear aptitude for maths, however, the family has a well-established accounting practice. There is pressure for Craig to enter the family business upon completion of his studies.
Craig is also interested in drama, and his dream job is to work as an actor. His parents influence and investment in his private education make this choice highly unlikely for his initial career choice.

As individuals, we are a sponge to the factors that influence the career paths that we take. It starts as a young child by our observations of family members who go to work, or stay home through family responsibilities, unemployment or retirement. Their behaviour models to children their attitude to work. Parents influence their child’s decision though choice of school, subject choices, post-school preferences and attitudes.

Parents influence children by enrolling them into private education with the aim that they develop successful careers. A private school influences the child’s values, the socio-economic selection of friendships for social connections, and learning environment to enhance motivation to attain high results for greater study choices that enhance the opportunity for professional careers. Parents who select private education do so at a substantial financial cost, and may sacrifice a better lifestyle.

Research also shows that in certain jobs that parents hold, it increases the chances of their children following in their footsteps.

In other words, it is common for family members to enter the same profession as their parents and relatives.

Research shows that nurses’ daughters are more likely to follow in their parents’ footsteps. Scientist fathers have scientist daughters at above the average rate, and mothers who work in law are more likely to have sons with legal careers. In our family, many of us are teachers, and in my son-in-law’s family there are three generations of engineers. We believe that our grandson will also follow in this direction.

 

Other factors that influence your career direction include: 

Childhood fantasies and play – many remember the question that they were asked as children and teenagers: ‘what do we want to be when you grow up?’ It may have shaped one’s thoughts about careers.

In our developed consumer society, it is common that children have the latest toys, costumes and musical DVDs to express themselves. Often, this can shape their thinking about societal and work roles.

Gender – it generally commences during childhood through play with the selection of toys that are role related. Fantasies are expressed through toys and play. Gender based careers and attitudes are ingrained deeply into society which impact how we make our career decisions.

Both men and women experience career-related stereotypes. It is common for females to pursue careers such as nursing, teaching, and administration, whilst males take on engineering, military jobs, police, trade jobs or firefighting. There are very few female CEO’s for several reasons that include gender biases.

My four-and-a-half-year-old grand-daughter says that she would like to be a nurse when she grows up, and believes that males are doctors, and that females are nurses. We are not sure how she came to learn these gender roles. Of course, the parent’s preference is for her is that she be a doctor!

Personality type – we select a career that fits our personality make up. Job satisfaction and work engagement is highest when the job engages our personality. John Holland’s theory was that work environments and job types suit specific personalities. Most people fit into one of six personality types that reflects a suitable job fit:

 

  • Realistic – People who like to move their body in their work activities. They like the manual skilled jobs and like being athletic. They prefer to work with objects, machines, tools, plants or animals, and prefer the outdoors. Jobs include: pilot, farmer, builder, engineer, mechanic, electrician, or computer technologist.
  • Investigative – People who like to find things out, discover things, analyse things, evaluate data, and solve problems. Jobs include: research, doctor, chemist, dentist, forestry, agriculture or zoologist.
  • Artistic – People are artistic and innovative, and like to work in unstructured situations using their imagination or creativity. Jobs include: artist, illustrator, photographer, sign writer, composer, dancer, actor, reporter, writer, editor, advertiser, and fashion designer.
  • Social – People who like to work with other people informing them, helping training, developing, and healing them. Jobs include: teacher, nurse, counsellor, salesperson, or customer service.
  • Enterprising – People who like to work with other people, especially influencing, persuading, leading or managing them to reach goals for personal or economic gain. Jobs include: lawyer, accountant, business owner, manager, travel agent, music or sports promoter.
  • Conventional – People who like to work with data, and/or have clerical or numerical ability. They like carrying things out in detail or following through on other’s instructions. They tend to like guidelines, specific operating procedures and read directions. Jobs include: office worker, librarian, bank clerk, computer operator, store and dispatch staff.

Our personality and attitude will also impact how we handle job challenges. Some people focus on problems and issues, others on solutions.

 

If you were Craig, what career choice would you make? Would you work in a ‘safe’ career to earn a living, or follow your passion? Share your ideas below in ‘Comments.’

You may also be interested in the blog Your Life Path and Career Direction Part Two

 

About Leah Shmerling

Leah Shmerling

Leah Shmerling is the Director and Principal Consultant of Crown Coaching and Training, and has extensive experience in career development, life coaching, education and training.

Leah is the author of two books in careers and business communication, a former freelance writer for The Age and Herald Sun, and publisher of two accredited online short courses, Mentoring and Development and Foundations in Career Development Practice.

Leah is a professional member of the Career Development Association Australia (CDAA), a Certified Retirement Coach and is Board Certified as a Career Management Fellow with the Institute of Career Certification. 

Leah Shmerling can be contacted here

Category: Careers, Case Study, Jobs

Time for a Job Change? Ten Tips for Job Seekers

In a competitive job market, job seekers use a variety of job search strategies to stand out with their job application, with the aim to be invited for an interview. Successful job search strategies will assist you to have your LinkedIn profile and resume noticed, and for companies to connect with you.  Here are ten tips to support your job search, and bring you closer to receive a job offer.

 

1.   Devise a job search plan

It takes full-time work to job search and find work. There is no short cut to find employment!  Apply for a set number of applications per week, say four or five. Measure the progress and success of each application by the outcome that you attain. It may require that you refine your job search to more suitable vacancies by targeting relevant jobs, or omitting or highlighting information. 

 

2.   Stand out with your job application

One of the most important job search strategies you can use to stand out in your job application is to tailor your job application to demonstrate your unique marketable features that focuses on your strengths. It may point to your specific skills, experience and work projects that meet an organisation’s specific recruitment requirements.

 

3.   Search for the right jobs

Apply for jobs that match your work experience, skills, interests and the location of where you want to work. Use key words to help you narrow your search. Key words relate to your occupational offerings, expertise and qualifications. It will help focus your job search to give you more relevant job listings to review, and less non-relevant job listings to peruse.

 

4.   Make direct applications to organisations

Identify companies where there is a good fit between your work background and values, and where you can add value to a role. Successful recruitment practices require complimentary synergy between an organisation’s culture and values that match an individual’s. From an organisation’s perspective, it leads to reduced staff turnover, and from an individual’s perspective to job satisfaction and long term employment.

Once you have devised your ‘ideal’ organisation, write a targeted letter pointing to your suitability for the position, and willingness to support your expression of interest with a request for an interview.

 

5.   Customise your resume and cover letter

It is important to take the time to write a targeted resume and cover letter that specifically links your experience, skills and qualifications to the jobs that you are applying for. It will assist an employer to see how you are qualified for the job. You will have a much better chance of getting an interview than if you send a generic email and resume.

 

6.   Create a stand-out LinkedIn profile that demonstrates your brand

Develop a LinkedIn profile that provides a clear description of your professional background and brand. Your LinkedIn profile includes the following headings:

 

  • Current position. If you are seeking a new role, state this in your profile heading
  • Two previous positions that you have held
  • Education and qualifications
  • Your skills (minimum of three)
  • Your industry and location
  • A professional profile photo
  • And have at least 50 connections

Make your profile searchable when companies are looking for prospective staff, with the use of key words that relate to your career, industry and occupation. Your LinkedIn profile is an important way to build your professional identity and credibility.

Your LinkedIn profile can be creative with the use of company logos, pictures, video links, recommendations and endorsements that provide evidence of the quality of your work. It will provide recruiters and employers with a strong positive and professional impression of you.

 

7.   Obtain feedback on your application

Many individuals find it difficult to ask for feedback, especially once they have been rejected with their job application. It is not easy, and it takes courage. Employers are not required to give you this information so if they provide it, it is the gift of feedback. The feedback will provide you with insight to enable you to see how your application was evaluated from an employer’s perspective, and how it measures against other applications. The information will enable you to improve your future job applications. It may mean closer targeting of your job applications to focus on work roles that match your experience, or taking additional steps such as training to build your skill level to enable you to meet the job criteria.

 

8.   Network – and network

The key to a successful job search is networking.  Networking is the way most popular method that people use to connect with people that you know such as: current and past colleagues, clients, and employers. They can assist you to obtain job leads that can help find employment. You will then be in a position to demonstrate your unique skills and experience to employers who are on the lookout to recruit an employee.

 

9.   Research the company

Before an interview, research the company by reading about their products/services, and their news. Find out the names of the people you can address your expression of interest for a direct application, or whom may interview you. Prepare to mention the value you bring to the organisation.

 

10. Organise a job searching plan

A systematic approach to job searching will provide you with the best job searching results. Here are some tips to help you.

Organise a job-searching schedule – This is a daily timetable of your current job searching activities that you are undertaking, and a plan for future activities.

Record your job search activity – Record your job applications and correspondence with an employer. It will contain the following information:

 

  •   Name of employer, address, telephone and email address
  •   Name and title of contact person in the organisation
  •   Type of position (and salary if applicable)
  •   Qualifications and skills sought
  •   Source and date of vacancy
  •   Interview arrangements: date, location, time, name of interviewer
  •   Evaluation of the interview – what worked well and tips to improve future interviews

Devise a job folder to demonstrate your abilities. It will include:

·     A reference from your employer or evidence of employment

·     Examples of projects that you have been involved in

·     Examples of your writing including blogs or assignments that you have completed

·     Academic records

·     Copy of certificates

Follow up – One area that many people neglect in their job search is their follow up. Most people just email the resume or submit the application in the hope that someone will reply. To be successful, be proactive and follow up by phone or email.  If you leave a voice message, it could be an abbreviated elevator speech, or the follow up email could summarise the ways in which they are qualified.

 

Good luck in your search for new opportunities. A new day brings new hope. Share your tips and ideas below in ‘Comments.’

About Leah Shmerling

Leah Shmerling

Leah Shmerling is the Director and Principal Consultant of Crown Coaching and Training, and has extensive experience in career development, life coaching, education and training.

Leah is the author of two books in careers and business communication, a former freelance writer for The Age and Herald Sun, and publisher of two accredited online short courses, Mentoring and Development and Foundations in Career Development Practice.

Leah is a professional member of the Career Development Association Australia (CDAA), a Certified Retirement Coach and is Board Certified as a Career Management Fellow with the Institute of Career Certification. 

Leah Shmerling can be contacted here

Category: Careers, Jobs

Mature Age Unemployment – Trends, Myths and Barriers

Bob’s first job was a salesperson selling menswear in the retail industry. He worked after school, on Friday night and Saturday morning.  His hard work, commitment and dedication paid off as he was promoted through the ranks. His leadership, teamwork, communication and customer service skills were recognised and he eventually became a Store Manager, responsible for the day-to-day operations of the store, and the employees within.
At aged 57, Bob suddenly found himself unemployed after 40 years of work. The consequences of his redundancy are difficult: struggling to pay his living expenses, dealing with health issues that have been exaggerated by stress and depression, and telling his family and friends that he is unemployed. His self-esteem and confidence are low. He has sent out over 200 job applications, but has received few responses from employers for interviews. Bob no longer sees himself working full time.

The Australian Bureau of Statistics, 2013, states that 50 years ago, the majority of Australians who worked were men working full-time.  Most worked well into their 60’s, sometimes beyond, and if they were not working most were looking for work until that age. The picture now is very different.

Far more people work part-time, or in temporary or casual jobs.  Retirement ages vary much more, with a greater proportion of men not participating in the labour force once they are older than 55. Nowadays, 45% of working Australians are women, compared with just 30% fifty years ago. These are profound changes that have helped shape 21st Century Australia.

Research statistics in the 2010 Intergenerational Report by the Australian Government’s Attorney-General’s Department, regarding Australia’s ageing population are stark:  in 1970 there were five people of working age supporting each Australian over 65.  At current trends, this will fall to just 2.7 by 2050.

A survey by Chandler Macleod, 2013 quotes Australian Bureau of Statistics figures where ‘grey workers’ are under-represented in the workforce and over-represented in the joblessness rate.  ABS figures show a generation gap in the average duration of unemployment, with 45-54 year olds unemployed for 52 weeks on average and 55+ year olds for 75 weeks – more than twice the average period for those under 45. Literature indicates that mature age workers looking for jobs are out of work twice as long as younger job-seekers. The research by Chandler Macleod found that older workers have a strong drive to work, as well as a growing financial imperative following the blow to their savings during the Global Financial Crisis (GFC).

The Chandler Macleod report states that when employers were asked to comment on the key issues related to hiring and managing older workers, 33% of responses included benefits older workers bring to their organisation, while 60% encompassed negative issues.

Employers perceive older workers as more experienced and more reliable, yet less computer literate, more resistant to change, and more prone to health issues. Information by the National Training Authority lists Transport and Storage and Health and Community in the top four sectors for mature worker representation.

With the advantages of hiring older workers, there are also myths and work barriers preventing employment. These include:

Myth 1 – Older workers are less productive

A common stereotype is that of lagging older worker productivity. However, employers responding to the survey by Chandler Macleod, 2013 generally view older workers as being more productive than their younger counterparts.

Myth 2 – Older workers are less safe

Older workers are perceived to present greater safety risk at work.

While it has been shown that older workers suffer a higher incidence of stress and strain-related injuries, often requiring longer recovery time, Safe Work Australia reports that in 2009–10, workers aged under 25 years accounted 66.1 work-related injuries per 1,000 workers.

Myth 3 – Older workers struggle with technology

There is some truth to this myth.  The Australian School of Business suggests that older workers’ inability to come to grips with new technology is an issue for some employers, but this is not held universally. With more than one in four (28%) employers holding this stereotype, it is a significant issue likely to be impacting on older workers.

Older workers face both personal and structural barriers to finding employment which makes it more difficult to sustain work. These include:

Personal barriers

  • Discrimination in employment on the basis of age. This is one of the largest and most prevalent barriers that can lead to exclusion from jobs. Mature employees are treated less favourably in both the recruitment and retention of staff, impacting on their desire to attain and to work. The Age Discrimination in Employment Act makes it unlawful to discriminate against people who are age 40 or older
  • Care-giving responsibilities for family members, those with a long-term illness or disability impacts on the ability to find and retain employment. This is especially the case – usually for mothers, who have disrupted their career due to child care and other caring responsibilities
  • Flexible work arrangements are those which vary from the traditional full time Monday to Friday, and provide employees with an opportunity to balance their work responsibilities and life commitments. Examples of flexible working arrangements include changes to: hours of work (start and finish times), patterns of work (split shifts or job sharing), changes to the job design, and working from home. The ability to work part-time or flexible hours assists individuals to extend their working lives. An employer can only refuse a request on reasonable business grounds if it is too costly, no capacity or impractical to change the working arrangements of other employees, or a negative impact on customer service. A reduction in hours for mature age as they approach retirement would help current workers work more years
  • Mental health barriers include: depression, anxiety, and stress, and make it difficult for individuals to stay or return to work. Mental health barriers may be due to reasons such as: job loss, unemployment, or difficulties re-entering employment. Individuals struggling with mental health issues additionally struggle with lack of understanding and support from colleagues and management, bullying, harassment, discrimination, loss of self-esteem and confidence, inability to cope, and fear of relapse. To reduce the barriers and support individuals with mental health issues, it helps to acknowledge the issues, access counselling, and include work modifications to one’s job.
  • Physical illness, injury and disability prevents or limits individuals from working. This will impact on early retirement, and can create difficulties to find employment.

Structural barriers

  • Superannuation and worker’s compensation can impact on the timing of one’s retirement.
  • Tax and income support systems – the complex tax system acts as a disincentive for mature age people to work. Mature age individuals who seek to work may decline part-time employment opportunities if it would cause a reduction in Pension entitlements.
  • Workplace barriers and work design of jobs – the job design of some occupations affects their attitudes and behaviour and job satisfaction at work. It may act as barriers towards staying in the workforce, and can contribute to an early retirement.
  • Structural changes at industry level and workplaces include changing external events such as government legislation, competition between organisations, and internal events that effect the organisation such as restructuring and changing customer needs.

Overcoming barriers

Career planning is often viewed as most relevant for school leavers and university graduates. With the myths and barriers identified for mature age workers, career counselling is now considered just as important for this cohort.  It is helpful for understanding work options, expanding occupational choice, increasing employability, for re-skilling and extending working lives.

There is a common perception that older workers cannot be easily retrained – ‘you can’t teach an old dog new tricks’. This is not the case.  Mature workers have a wealth of work and life experience and skills to offer that should not be overlooked.

A survey by Australian Bureau of Statistics (ABS) 2014 states that older Australians intend to work until they are at least 65, and 71 per cent of people aged 45 and over said they did not expect to retire until they reached 65 or over. If employers regard older workers as productive, motivated, safe and value their knowledge and experience, why aren’t firms hiring more mature age employees? The Chandler Macleod survey results suggest that the key reason is simpler than may be expected – older workers simply are not applying for the roles advertised.

Literature indicates half of all males discouraged from continuing to look for work cite being ‘too old’ as the main reason. Mature age people ‘self-select’ out of the labour market due to the discrimination and barriers that they face. We need to design strategies to engage mature age workers.

Retraining and up-skilling mature age people to find employment is an important strategy to help mature age people do their job better, get a promotion, find a job and find more hours.  Older workers need to take responsibility for their careers, keep their skills current, and actively pursue opportunities

There is currently a mismatch of skills and experience of mature age job seekers with industry demands, and the availability of jobs. The changes in the economy and the impact of globalisation means that some people have skills that are less suited to the modern economy.  Skill development is an ongoing process, but some acquire it during job loss or ill health. Programs need to match the labour market requirements, the qualifications and education levels of the individual and be cost effective to encourage participation.

Mature-age workers can find employment through their network of people that they know.  For others, there may be an option of starting their own small business, or the temptation to retire early and leave the workforce to pursue leisure activities.

Research by the Attorney-General’s Department 2010, states that Government, at least at a Federal level, has taken a role in encouraging older workers to delay retirement by targeting both employees (through policy and superannuation changes) and employers (through a range of incentives). It seems that this approach appears to have had little impact.

Under the Commonwealth Government Jobs Bonus scheme, which began in July 2012, employers can be paid $1,000 if they take on a worker aged 50 or older for at least three months. Most employers surveyed do not believe that $1,000 makes any meaningful difference in increasing the likelihood of hiring older workers.

Mature age workers are experienced with a wealth of knowledge and skills to mentor younger workers who enter the industry or the workplace. Assisting mature age workers to remain in the labour force encourages their employment. However, difficulties arise when mature workers do not possess the skills and knowledge that are in demand in the present labour market, and they face age discrimination. This can discourage them from seeking employment. With an ageing population, and less people supporting workers over 65 years of age, strategies and incentives for older workers to remain in the workforce need to be considered.

What do you think about what I have discussed above? Share your tips and ideas below in ‘Comments.’

About Leah Shmerling

Leah Shmerling

Leah Shmerling is the Director and Principal Consultant of Crown Coaching and Training, and has extensive experience in career development, life coaching, education and training.

Leah is the author of two books in careers and business communication, a former freelance writer for The Age and Herald Sun, and publisher of a series of online training course and professional development courses.

Leah is a professional member of the Career Development Association Australia (CDAA), a Certified Retirement Coach and is Board Certified as a Career Management Fellow with the Institute of Career Certification.

Leah Shmerling can be contacted here

Category: Careers, Case Study, Jobs, Retirement

How to Conquer Career Transition

 
Susan felt fulfilled in her last role as a vocational trainer. She enjoyed working with her colleagues in a positive workplace, and the challenge of training and seeing participants learn and develop. Her role brought her career and personal fulfilment. Despite her success, Susan was disappointed that her contract could not be renewed due to funding. She was left disillusioned and her confidence was effected. Six months later, she is still searching for a new role.

As people are at different life stages and their situations are unique, their experience with making a career transition will vary. 

For some, the transition may be voluntary as individuals consciously make the decision to make a change. It may start years before taking the first step. Examples are a parent raising a family and seeking to return to the workforce, a promotion within the organisation into a new role or a new company that the individual has planned and worked for over many years, or to change careers to reflect a new life stage and changing interests.

A career transition is the close of one life stage and shift in career path, and the process of finding and moving into a new career. This is true for a student at school or university when their course of study has finished and they are seeking their first job, usually a first full-time role.

A transition can be involuntary as organisations downsize or globalise and move jobs overseas. This sees employee retrenchment which is often difficult for individuals and their families. It impacts on an individual’s psychological well-being that results in loss of confidence and self-esteem.

Making a career transition can be challenging, as we let go of our old situation and journey into the unknown.

A successful transition requires an individual to adapt to the new situation. For some, it is easier when the change is planned. For others, the emotional response can bring fears of what lies ahead, letting go of relationships that have taken time to build, confronting personal fears such as self-esteem and confidence that can be impacted, and performance issues of one’s ability to undertake a new role. Financial responsibilities with the loss of a regular income when caring for a family can exaggerate the transition. 

A career transition journey has several stages that individuals will go through. The length of these stages varies amongst individuals and their circumstances. These stages are a normal reaction to job loss.

The Transition Model, 1991, developed by William Bridges highlights three stages of transition that people go through when they experience change. Individuals jump backwards and forwards between the stages. These are:

 

1.   Ending, Losing, and Letting Go

The old situation is over and an individual is confronted with change. This stage is often marked with resistance and emotional upheaval because people are being forced to let go of something that they are comfortable with.

As the individual transitions to accept that something is ending, there may be resistance throughout the change process before they can begin to accept the new state. At this stage, individuals may experience the following emotions:

  • Fear
  • Denial
  • Anger
  • Sadness
  • Disorientation
  • Frustration
  • Uncertainty
  • A sense of loss

 

2.   The Neutral Zone

This phase is the bridge between the old and the new, and is the ‘cold’ zone. In this stage, the individual is often confused, uncertain, and impatient. Individuals will be attached to the old, while they are also trying to adapt to the new. At this stage, the individual might experience:

  • Resentment towards the change initiative
  • Low morale and low productivity
  • Anxiety about their employment situation, status or identity
  • Scepticism about the future

To rise above these feelings, it is a good time to work for professional renewal to build one’s identity and occupational commitment, and develop skills and knowledge.

 

3.   The New Beginning

The last transition stage is a time of acceptance and energy. The individual has begun to embrace the change. They are building skills for work, and are starting to see the benefit from their efforts.

At this stage, the individual is likely to experience:

  • High energy
  • Openness to learning
  • Renewed commitment to one’s role

Career Transition Tips

To maintain a positive momentum from the career transition, here are some tips to help the journey ahead.

 

Develop career goals

Think about what you want from your career, and how it fits into your life. Establish the steps to attain the goal.

 

Exercise to get fit

A transition is usually a stressful time. Use the time to develop your physical fitness by exercising and walking. The benefit is that it will reduce your stress, improve your mental well-being, and become fit.

 

Use the time for your professional development

Enrol in a course to upgrade your skills and qualifications. Your course will transition you into work, and you will meet like-minded students. It will stand you in good stead with your job applications and in your new role.

 

Find a career coach or mentor

Talk with a trusted professional who can support you during the transition and time of change. They will provide valuable assistance and support you to work through the challenges and issues that you face.

 

Volunteer

Volunteering is a good opportunity to use your skills and a great way to meet people. It closes time gaps in your resume, and it may lead to employment. Importantly, volunteering and being involved is a good way to get you out of the house, and be helpful to others. Giving to others is the first principle of finding personal happiness. 

 

Gain support from positive people

Be honest with positive people such as your family and friends, and let them know what you are going through. They can lift your spirits and provide the personal nourishment that is often needed.

 

Gain perspective

Recognise that your transition is a temporary stage in your life that will pass, and does not define your life. The process often builds character, resilience and empathy for others.

 

A career transition can feel overwhelming with the changes ahead. However, it can also be a positive time as you reflect and vision your future, and take positive steps to reach your goals. Upon reflection of the transition, many believe that it was worth the process and challenge to reflect their new goals and interests.

And a final thought:

It’s not the mountain we conquer but ourselves. Sir Edmund Hillary

 

What do you think about what I have discussed here? Share your tips and ideas below in ‘Comments.’

About Leah Shmerling

Leah Shmerling

Leah Shmerling is the Director and Principal Consultant of Crown Coaching and Training, and has extensive experience in career development, life coaching, education and training.

Leah is the author of two books in careers and business communication, a former freelance writer for The Age and Herald Sun, and publisher of two accredited online short courses, Mentoring and Development and Foundations in Career Development Practice.

Leah is a professional member of the Career Development Association Australia (CDAA), a Certified Retirement Coach and is Board Certified as a Career Management Fellow with the Institute of Career Certification. 

Leah Shmerling can be contacted here

 

Category: Careers, Case Study, Jobs, Transition