How Jane Austen Can Help You Get Hired
•Als PPTX, PDF herunterladen•
2 gefällt mir•1,057 views
Defining your value to employers in unique ways
Empfohlen
Weitere ähnliche Inhalte
Ähnlich wie How Jane Austen Can Help You Get Hired
Ähnlich wie How Jane Austen Can Help You Get Hired (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
How Jane Austen Can Help You Get Hired
- 1. Jane Austen Can Get You A Job Defining Your Value To Employers In Unexpected Ways
- 2. Before we get to Jane, a quick exercise… 2 11/7/2013
- 3. How would you describe a friend if you were referring him or her to a potential employer? Think about: • What he or she does best… • The value he or she might bring an organization… 3 11/7/2013
- 4. While you think, some self-serving background… 4 11/7/2013
- 5. Some of the places I’ve worked 5 11/7/2013
- 6. Some of the places I’ve worked 6 11/7/2013
- 7. Some of the places I’ve worked 7 11/7/2013
- 8. Some of the places I’ve worked 8 11/7/2013
- 9. Some of the places I’ve worked 9 11/7/2013
- 10. Some of the places I’ve worked 10 11/7/2013
- 11. Some of the places I’ve worked 11 11/7/2013
- 12. While some of these experiences are more directly applicable to my “professional career,” each have proven to be equally valuable 12 11/7/2013
- 13. Application vs. Education While some jobs involved direct application of skills that I used in previous experiences All jobs benefited from the lessons learned and the act of learning in previous experiences – inputs to who I am as a person 13 11/7/2013
- 14. Now back to that reference… 14 11/7/2013
- 15. Why references? Because they are the most powerful tool in a job search… Compared to non-referred candidates, those who are referred are: • Twice as likely to be interviewed • 40% more likely to be hired 15 11/7/2013 Source: New York Federal Reserve Bank
- 16. But what is a reference at its core? What does it tell you about a person? Application of skills? Description of the person? • Things he or she knows how to do • How he or she works • How he or she thinks • Tools he or she can use • How he or she approaches problems 16 11/7/2013
- 17. Much of the value of references is that they help a potential employer see you as person, not just a set of skills 17 11/7/2013
- 18. And who you are as a person is really, really important… When new hires are let go within the first 18 months: • 89% of the time it is for attitudinal reasons • Only 11% of the time is it for lack of skill 18 11/7/2013 Source: Leadership IQ
- 19. So who are you? 19 11/7/2013
- 20. Everyone is: • Fallible, and so is their hiring manager • An individual, not an example • Evolving, not inert 20 11/7/2013
- 21. You are fallible, and so is your hiring manager Everyone fails (or should if they are really trying). So don’t be fooled by stories of consistent success - they are incomplete. Hindsight bias can lead people to a false narrative as to why something positive happened – mistakes are overlooked or reframed, intelligence is given too much credit, and the role of luck is mostly ignored 21 11/7/2013 Source: Daniel Kahneman
- 22. You are an individual, not an example Have confidence in your unique capabilities – resist shorthand characterizations that can short-change you. The “stereotype threat” is real – just hinting to negative stereotypes (even requiring gender or race be selected on a test) can raise inhibiting doubts and anxiety that have been proven to hurt a person’s performance 22 11/7/2013 Source: Steele, Aronson, Spencer
- 23. You are evolving, not inert In almost all cases, dedication and hard work can overcome innate intelligence. “With practice, training and above all, method, we manage to increase our attention, our memory, our judgment and literally to become more intelligent than we were before” 23 11/7/2013 Source: Alfred Binet, Creator of the IQ test
- 24. To find the your personal truth: Take something from each experience in your life to create the narrative of your career 24 11/7/2013
- 25. What can you take? Here’s a place to start 25 11/7/2013
- 26. And I mean all experiences What’s the business value of an English major? More specifically, what’s the value of reading Jane Austen? 26 11/7/2013
- 27. Meet Natalie Phillips, Assistant Professor of English at Michigan State University 27 11/7/2013
- 28. A critical read of Mansfield Park is about more than just the story Professor Phillips instructed grad students to read a chapter of Mansfield Park while their brain function was observed by an fMRI. Significant differences were observed between: • Close reading • Reading for pleasure 28 11/7/2013
- 29. Close reading was shown to be an exercise in cognitive training Close reading engaged a much broader spectrum of the brain, from the regions focused on attention to those involved in movement and touch. The findings suggest that an academic approach to literature can train readers to better organize information, impacting (among other things) their: • Attention to detail • Research and analysis skills • Flexibility (the ability to pay attention to many things at once) 29 11/7/2013
- 30. So ask yourself: What’s the business value of the experiences (all of the experiences) in your life? 30 11/7/2013
- 31. So ask yourself: In an ever-changing economy where industries are being disrupted all of the time, what are the core attributes you can bring to any job? 31 11/7/2013
- 32. And prepare for a long, rewarding career… • Don’t be afraid of failure and don’t be limited by what others might expect from you or what you are capable of now • Think about your experiences as more than opportunities to apply your skills • Look to every experience as an opportunity to prove and enhance the core attributes that define you as a person 32 11/7/2013
- 33. To define your unique value, check out www.theThings.biz 33 11/7/2013
Hinweis der Redaktion
- Steele, Aronson and Spencer, have examined how group stereotypes can threaten how students evaluate themselves, which then alters academic identity and intellectual performance. This social-psychological predicament can, researchers believe, beset members of any group about whom negative stereotypes exist.Steele and Aronson gave Black and White college students a half-hour test using difficult items from the verbal Graduate Record Exam (GRE). In the stereotype-threat condition, they told students the test diagnosed intellectual ability, thus potentially eliciting the stereotype that Blacks are less intelligent than Whites. In the no-stereotype-threat condition, the researchers told students that the test was a problem-solving lab task that said nothing about ability, presumably rendering stereotypes irrelevant. In the stereotype threat condition, Blacks - who were matched with Whites in their group by SAT scores -- did less well than Whites. In the no stereotype- threat condition-in which the exact same test was described as a lab task that did not indicate ability-Blacks' performance rose to match that of equally skilled Whites. Additional experiments that minimized the stereotype threat endemic to standardized tests also resulted in equal performance. One study found that when students merely recorded their race (presumably making the stereotype salient), and were not told the test was diagnostic of their ability, Blacks still performed worse than Whites.Spencer, Steele, and Diane Quinn, PhD, also found that merely telling women that a math test does not show gender differences improved their test performance. The researchers gave a math test to men and women after telling half the women that the test had shown gender differences, and telling the rest that it found none. When test administrators told women that that tests showed no gender differences, the women performed equal to men. Those who were told the test showed gender differences did significantly worse than men, just like women who were told nothing about the test. This experiment was conducted with women who were top performers in math, just as the experiments on race were conducted with strong, motivated students.
- IQ test, Alfred BinetCarolDweck PHD “It’s not always the people who start out the smartest who end up the smartest”