The document discusses frameworks for adaptive careers and talent management. It provides guidance on identifying strengths and areas for improvement, defining personal value propositions, and engaging in iterative career development conversations. The goal is to foster mutual understanding and commitments between individuals and organizations for ongoing learning and improvement.

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A framework for
Adaptive
Careers
Marco Calzolari
twitter.com/marcocalzolari
linkedin.com/in/marcocalzolari
Commenta in diretta su Twitter @creativityday
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2. 1. Find your missing pieces
2. Present yourselfwithin group
3. Discuss sentences
4. Summarize to audience

3. GROW:
Identifying and
Fostering Talent
Daniel Goleman
Claudio Fernández-Aráoz
3

4. How Performance
Management is
Killing Performance
M. Tamra Chandler
Dave Ulrich
4

5. Basics & References5

6. Basics & References6

7. Design your
Purposeful
Organization
Name
Purpose
Products / Services
Activities
Job to be done; Task required/needed;
Deliverables; Non-billable activities

8. 8Defining TALENT
Dave Ulrich
Human Asset Summit. Budapest, 25–26 October 2011.
COMPETENCE
Right person,
right place, right
time, right skills
COMMITMENT
Value proposition:
what do I give?
what do I get?
CONTRIBUTION
How can meaning
be created in the
organization?

9. Why they
don’t see my
talent at work?
– Me (20 yrs ago)

10. How can I
recognize all of
their talents?
– Me (today)

11. 11Stay Interview
“What will keep you here?”
Better understanding all of “your” people.
Demonstrate that you value them as human beings.
Encourage them to stay on your team.
Beverly Kaye, SharonJordan-Evans
Hello Stay Interviews, Goodbye Talent Loss
– Berrett-Koehler Publishers, 2015

12. 12Exclusive / Inclusive
Exclusive group of people,
who had high potentials identified as “top talent”.
vs
Everyone has talent.
Potentials exist in more than a few people at the top.
MakeYour People BeforeYou MakeYour Products
PaulTurner, Danny Kalman – Wiley, 2014

13. 13Adaptive Organizations
Niels Pflaeging
Organize For Complexity
– Lightning Source Inc 2014

14. 14Adaptive Organizations
Niels Pflaeging
Organize For Complexity
– Lightning Source Inc 2014

15. 15Networked Careers
Employment should be an Alliance
Employee invest in the Company’s Success
Company invests in the Employees’ Market Value
Through Clear Missions with Realistic Time Horizons
Reid Hoffman, Ben Casnocha, ChrisYeh
The Alliance: Managing Talent in the Networked Age
– Harvard Business Review, 2014

16. 16Networked Careers
Dave Ulrich
Latest trends and strategies
in Talent Management, 2011

17. People
before Products
Employees
as customers
Konosuke Matsushita (1894-1989)
— Founder of Panasonic

18. Yet
Another
Goddamn
Canvas

19. Iterative Career Development 19
Proposition
Mentorship
Feedback
REVIEW

20. 20
UNIQUE VALUE CONTRIBUTION JOB TITLE
FAVORITE
THINGS
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES

21. UNIQUE VALUE CONTRIBUTION JOB TITLE
FAVORITE
THINGS
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
PUBLIC
TRUST
INDIVIDUAL ORGANIZATIONAL
21

22. UNIQUE VALUE CONTRIBUTION JOB TITLE
FAVORITE
THINGS
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
22
AUTONOMOUS SYSTEMIC

23. UNIQUE VALUE CONTRIBUTION JOB TITLE
FAVORITE
THINGS
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
23
HINDSIGHT FORESIGHTINSIGHT

24. UNIQUE VALUE CONTRIBUTION JOB TITLE
FAVORITE
THINGS
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
24

25. UNIQUE VALUE CONTRIBUTION JOB TITLE
FAVORITE
THINGS
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
25

26. 26
PERSONAL VALUE PROPOSITION
WHAT I LIKE
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSE
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL
Favorite Things
Activities you love doing. Tasks
that make you feel “in the flow”.
What you don’t like
too much
What duties are slowing you
down from improvement?

27. 27
Favorite Things
Activities you love doing. Tasks
that make you feel “in the flow”.
What you don’t like
too much
What duties are slowing you
down from improvement?

28. Strengths
Your biggest advantages.
What you can guarantee?
Areas of
improvement
About your weaknesses.
What do you feel you’re missing?
28
PERSONAL VALUE PROPOSITION
WHAT I LIKE
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSE
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL

29. Strengths
Your biggest advantages.
What you can guarantee?
Areas of
improvement
About your weaknesses.
What do you feel you’re missing?

30. Purposes
What are your intents?
How you will improve
the whole company?
Needs
Ask for support.
Tools, help
and development.
TION JOB TITLE
LL
GTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
OF
EMENT
NEEDS
OVERALL OUTCOMES

31. Purposes
What are your intents?
How you will improve
the whole company?
Needs
Ask for support.
Tools, help
and development.

32. UNIQUE VALUE CONTRIBUTION JOB TITLE
FAVORITE
THINGS
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES

33. Get
(Purposeful)
Things Done

34. TION JOB TITLE
LL
GTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
OF
EMENT
NEEDS
OVERALL OUTCOMES
Activities
Tasks and functions
you should do. Interactions,
Responsibilities.
Better not doing
Things that we’d better
avoid in order to succeed.

35. Activities
Tasks and functions
you should do. Interactions,
Responsibilities.
Better not doing
Things that we’d better
avoid in order to succeed.

36. Organization Design
ON JOB TITLE
HS
PURPOSES MAIN
ACTIVITIES
BETTER NOTENT
NEEDS
OVERALL OUTCOMES

37. ON JOB TITLE
HS
PURPOSES MAIN
ACTIVITIES
BETTER NOTENT
NEEDS
OVERALL OUTCOMES
Organization Design

38. Organization Design

39. Organization Design

40. Organization Design

41. Virtual Hiring
ON JOB TITLE
HS
PURPOSES MAIN
ACTIVITIES
BETTER NOTENT
NEEDS
OVERALL OUTCOMES

42. Virtual Hiring
ON JOB TITLE
HS
PURPOSES MAIN
ACTIVITIES
BETTER NOTENT
NEEDS
OVERALL OUTCOMES

43. Job Title
Should be written on your business card.
Unique Value Contribution
Pitch yourself.
How we will be a better company because of you?
UNIQUE VALUE CONTRIBUTION JOB TITLE
WHAT I LIKE
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS

44. Job Title
Should be written on your business card.
Unique Value Contribution
Pitch yourself.
How we will be a better company because of you?

45. Get real feedback
from peers
1. Appreciations
2. Improvements
3. Suggestions
A. How she/he can improve your job
B. How you can improve her/his job
C. How we (as a group) are unique thanks to her/him

46. Mutual Commitments
How we will address issues and create opportunities?
Overall Outcomes
How will we know that we're both on an improvement path?
DON’T LIKE TOO MUCH BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES

47. Mutual Commitments
How we will address issues and create opportunities?
Overall Outcomes
How will we know that we're both on an improvement path?

48. Let’s share
Our Insights
(if any)

49. Commenta in diretta su Twitter @creativityday
o taggaci su Instagram @creativity_day #cday16
Marco Calzolari
twitter.com/marcocalzolari
linkedin.com/in/marcocalzolari
THANK
YOU
:-)
Commenta in diretta su Twitter @creativityday
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