Horizon Point Consulting

Category: Next Generation Workforce and Workplace

We help individuals, organizations, and communities think innovatively about the next generation workforce and workplace. Read these forward-thinking stories and best practices from our work and lives.

  • Passion + Productivity = Give Back

    Passion + Productivity = Give Back

    “Rarely are there ever great achievements without great expectations.” 

    A mid-sized manufacturing firm in a small Alabama community demonstrates the give back mindset through their passion and productivity. This focus has transformed an almost bankrupt company into a thriving and profitable business. Not only that, their passion and productivity prompts them to give back to the community in which they live and work. 

    The company’s mission statement reads, “We are passionate about resolutions that positively impact our customers.” With this mission, the President of the Company states, “We have products and solutions that can help make customers more productive, save money and keep people safe. Why would we not want everyone to know this? We can help enrich the lives of others by what we do. Because we believe this, we can approach our work with not just hard work by an element of intense emotion. This type of enthusiasm is contagious. The longer people work in this environment the more infected they become.”

    Their work does not stop with “intense emotions”. It extends to a focus on productivity as well. “Productivity is a measurable activity. Every week we get together as a team and review a couple dozen key indicators to be certain that we are meeting our internal and external standards. The bottom line of how this is demonstrated is letting our yes be yes and our no be no. Our vision is to be the trusted source for tough mining and industrial rubber solutions. We will bend over backwards, increase productivity, to make certain we keep our promises to one another and to our customers,” states the company President. 

    The focus on passion and productivity extends beyond the walls of the organization and into the community. 

    “From everyone who has been given much, much will be demanded; and from the one who has been entrusted with much, much more will be asked.” 

    The company seeks to spur more passion and productivity in the community by partnering with organizations, churches and schools that impact individuals. 

    Through the Partners in Education Program in their community, the company works with high school students to help them maximize their potential by providing college scholarships, hosting a parent night and providing one-on-one career coaching to students at the school. The combination of these programs helps the school with resources that are not readily available otherwise. The company hopes that these efforts will help students form a plan, create goals and reach their potential in order to become productive citizens. 

  • 6 Places to Go to Tap into Job Shadowing Opportunities

    6 Places to Go to Tap into Job Shadowing Opportunities

    In a conversation with a university professor today, I was struck by his comment that his high achieving students know what general field they want to go into (finance, engineering, nursing) but they actually have no clue what different career options are available in the fields of study they have chosen and they don’t have a clue what working in these fields would involve on a day-to-day basis.  

    If this is the case, most of us, even the high achievers out there are making careers decisions based on hope and prayer, on what just sounds good, not actually on what we know to be good.  

    Practical learning is the best way to remedy this situation, but most people don’t get practical experience until they get a job in the field.  Once you’ve got a mortgage to pay and mouths to feed, it’s hard to change your mind and switch fields, especially when you’ve invested heavily in your education towards the field.

    As a way to encourage learning about career fields before actually embarking on them, we encourage students to job shadow, Co-Op and or intern. It’s like getting your feet wet before you dive in and realize you don’t like the pool you’re in. 

    To get an opportunity for practical experience, tap into: 

    Family and friends

    Your College Career Center or High School Guidance Office

    Teachers and Professors 

    Community and church groups you are involved in

    Your Community’s Chamber of Commerce or Business Organization

    Junior Achievement

    Bottom line, it doesn’t hurt to ask someone if you can learn more about what they do or to see if there is a program already set up in your area or at your school to coordinate a practical experience for you. Most people are willing to share their expertise and experience to help others make wise decisions and there are a lot of good organizations out there trying to foster this interaction. 

    Once you get an opportunity set up to learn more about a job, our job shadowing questionnaire can help you know what questions to ask to make sure you are getting the info you need to make wise choices about your career.

  • The What and Why of Competencies as Seen through CDF Training and SHRM’s new move

    The What and Why of Competencies as Seen through CDF Training and SHRM’s new move

    The HR world has been all a buzz with SHRM’s announcement of a switch to a competency-based certification.

    In an email to members, the SHRM CEO stated,  “We believe a competency-based certification is the new standard for HR professionals around the globe. Our members have told us this; and we have listened.”

    Regardless of whether or not you agree or disagree with SHRM’s move, competency models are prevalent.  The career development world has been competency-based through its Career Development Facilitator Training for quite some time.

    What is a competency?

    Good ole Wikipedia provides us with this definition: “A competency is a set of defined behaviors that provide a structured guide enabling the identification, evaluation and development of the behaviors in individual employees.” 

    Why I like competencies

    Competencies are behavioral-based.  Whereas an assessment of knowledge is just that, knowledge that may or may not be acted upon or put in to practice, a competency begets action through behaviors.

    If you have knowledge of something, you can tell me about it, but if you are competent in something, you can show me how to do it by demonstrating it.  You apply your knowledge and demonstrate it through your behaviors.  This aids others in learning through your behaviors.

    What are the CDF Competencies?

    CDF competencies emphasize the broad scope in which career development professionals practice.   They are:

    1. Helping Skills
    2. Labor Market Information and Resources
    3. Assessment
    4. Diverse Populations
    5. Ethical and Legal Issues
    6. Career Development Models
    7. Employability Skills
    8. Training Clients and Peers
    9. Program Management/Implementation
    10. Promotion and Public Relations
    11. Technology
    12. Consultation

    To read more about the competencies click here.

    If you are tied to the career development world in any way, are these things that you think you need to be able to DO not just know as they relate to delivering services to whoever your “client” may be?  If so, CDF training may be an option for you, as it provides a path that can lead to your Global Career Development Facilitator (GCDF) certification.

    Among other reasons, the emphasis on GLOBAL may be why SHRM is driving towards a competency-based model.  The National Career Development Association (NCDA) already sees competency-based training, education and certification as the best method for preparing practitioners to operate in a global environment. It also emphasizes the need for the same standards of practice for a profession around the world.

    More to come in our next post about the CDF competencies as we sample what a couple of them look through the doing of them, not just the knowing of them.

    What do you think?  Is knowing something the same thing as being competent in it?   Is it all really just six of one and half a dozen of the other?

  • Career Development Facilitator Competencies in Action- Tell, Show and DO

    Career Development Facilitator Competencies in Action- Tell, Show and DO

    One of the reasons I love CDF training is because the competencies that the training emphasizes fit together so nicely.  Not only that, but they also spur action through behaviors as any good competency model should do.

    An example of 2 CDF competencies in action

    Take these two competencies:

     

    “Helping Skills – Be proficient in the basic career facilitating process while including productive interpersonal relationships.”

    And

    “Program Management/Implementation – Understand career development programs and their implementation, and work as a liaison in collaborative relationships.”

    In the CDF training, you learn that helping skills includes being competent in helping others set goals and create action plans for themselves as it relates to their career.  You act on this knowledge, by creating tools to help clients to set goals.

    But the application of being competent in goal setting is taken to the next level through the competency of program management implementation. What good program manager doesn’t need to know how to set goals, track them, and meet them?

    Participants in our CDF training take what they have learned about goal setting in the helping skills content and demonstrate that they can direct their behavior to apply goal setting by mapping out a new program or a redesign of an existing one complete with goals, timelines, deliverables and metrics.

     

    Tell à Show à Do 

    We like to call our model for building the CDF competencies Tell à Show à Do, with an emphasis on the DOING.    We focus on building the 12 competencies by designing assignments and deliverables in the course that help you kill two birds with one stone.  They build your knowledge, but the assignments also produce tangible tools and plans that you can use on the job. Then you can easily show that you know how to apply knowledge by doing.

    Your boss can’t see the knowledge in your head without you acting on it, so the doing helps advance your career just as much if not more than having the certification.

    If are a career development professional and want to have some fun doing, you can register for our CDF course.

    If you’re a part of school system, college career center, local or state workforce agency or career center, you may want to learn more about how this model of applying the CDF competencies can help your group create a strategic plan through the professional development opportunity.  To do so, you can view our presentation on CDF Training and Strategic Planning (which will be presented this Saturday, June 21, from 8:30-9:30 am at NCDA’s Conference in Long Beach- join us if you are here!) There is also a case study you can read to see how this has been put into practice with a K-12 School System

    How has doing helped advance your career more than knowing?

  • 2 Reasons You Should Consider Dual Career Ladders

    2 Reasons You Should Consider Dual Career Ladders

    Being in a leadership role seems to be the ideal in most companies. Leading is what people strive for, and in most cases I think this is the norm because it is the only path by which advancement can take place. Want to move up and get paid more? Well then you have to lead and manage others.

    Another way to help people grow

    A client we’re working with is considering dual career ladders for the organization. With this organizational structure, there are advancement opportunities into the traditional route of leadership, but there is also a path by which people can grow by demonstrating technical expertise in their field.

    Why you should consider dual career ladders

    Dual career ladders may be a good route for your company because:

    1. Not Everyone is suited for or has the desire to get work done through others. Quite frankly, some people would rather do the work themselves and may be best suited to do so. Getting work done through others can be extremely challenging, and for some, can be draining instead of stimulation. If people are in roles that are constantly proving to be draining instead of energizing, productivity will suffer. Which leads to the 2nd reason to consider dual career paths…

    2.  Dual Paths can help your company be more successful. By placing people in the roles where they contribute the most, the company gains success through talent.

    Dual career paths may not be feasible for all companies due to size of the organization or the nature of the work, but the structure begs the question for any organization about how to provide opportunities for people to advance and grow in their careers.

    The best place to start if you are considering how to determine who is best suited for an expert role or a leadership role is to assess your talent. There are a variety of instruments that are effective for this purpose (email us if you want some recommendations), but the most important way to assess people for advancement opportunities is to ask the hard but simple question, do you want to lead? It’s much easier for people to honestly answer “no” if there is an option to grow in their career through another path. I think we hear the answer “yes” to the question do you want to lead more than we should because it’s the only option.