First of all, there is a serious misunderstanding of the influence of "interest tendency" in career planning decision-making. Almost every article about career planning emphasizes the importance of interest in career planning development in the first article. "Interest is the best teacher" is almost regarded as the Bible, which has become the action guide and standard dogma for most people to choose their jobs. The Commercial Press, which is famous for its preciseness, once published a book called Interest is the best teacher. The book "attempts to show the truth that interest is the best teacher through a series of stories of outstanding figures in history." Through vivid examples of successful people such as Newton, Picasso and Bill Gates, teach young people how to develop and cultivate their interests, and then gain something and eventually become talents. " However, after long-term career counseling practice, we find that interest can never be the first decision-making factor affecting career development.
DanAriely, a professor of behavioral economics at Duke University and author of The Power of Irrationality, and his colleagues conducted an interesting Lego experiment. There are two control groups in this experiment, AB. Participants in group A were told to perform a task, that is, to form a standard robot with building blocks in their hands. The first finished product can get $2, and the second one can get 1.89. In short, every robot can make money, but the amount reduced each time is 1 1 cent. Participants can stop at any time when they think it is not worth continuing. As for Group B, the rules are almost the same as those of Group A, the only difference is that every robot completed by Group A will be put away and kept (at least during the experiment), but when the participants in Group B start to assemble the second robot, the experimenters will announce that there are not enough building blocks, and they will take apart the first robot just completed in front of them. Both groups of volunteers claimed to be Lego fans, but the results were quite different: in group A, each person assembled 10.6 robots on average, and earned 14.40 yuan. They all said in the questionnaire after the experiment that this is an interesting activity and they would like to participate if they have the opportunity. The poor group B only completed an average of 7.2, earning 1 1.52 yuan, and many people said in the questionnaire that this activity was not so good and would not happen again.
Why is there such a difference? When interest doesn't become a job, you can't let it go just because it brings you spiritual pleasure and psychological satisfaction, which is enough for you. For people who like to play with building blocks, when building blocks into robots with different shapes, just seeing the "works" they have worked so hard to build is enough to make them happy physically and mentally. However, once your interest becomes a job, you should consider not only these things, but also a sense of accomplishment, because this is the internal driving force to push you forward. In this experiment, group A people can not only see their own works, but also make money from them, so under the double stimulation of internal and external, everyone is full of motivation and performs well. The people in group B lost their will to continue because the assembled building blocks were dismantled immediately, which greatly reduced their achievement motivation, and their motivation decreased obviously. Therefore, if this job can't bring you enough sense of accomplishment and clear interest, you still have no will to move forward.
From a realistic point of view, our long-term growth environment and educational methods have also had a negative impact on our interest cultivation, resulting in many people having no fixed interest or even no interest at all. For example, in consultation, we often meet a person who is interested in many things, but each interest is usually three minutes. In this case, how to determine the interest? Secondly, the formation of interest is based on comparison. Know more and compare more, and you will know which one you are more interested in and which one you are not. In reality, we often meet "good students" who just bury themselves in their studies. They don't know what they are interested in except reading. In this case, how to determine the interest? Thirdly, we are often interested in what we can't get or have. For example, we often encounter situations in consultation. Introverts say they are interested in sales because they think sales talents are eloquent and they don't have them, so they are interested in sales. The interest generated in this case has no reference value at all, because it is a typical "pseudo-interest". For this reason, taking "personality traits" as the basis for decision-making is obviously more scientific than "interest tendency", because personality traits tend to remain stable for a long time, which leads to a fixed behavior pattern and behavior determines the result.
However, if we interpret people with the same personality characteristics in a patterned way, we will step into the other extreme. Excessive interpretation of "personality traits" is also one of the misunderstandings in career planning. We don't deny the important role of personality in career decision-making, but we are opposed to over-interpretation (such as "personality determines fate") or pattern interpretation, which is also a manifestation of lack of rigor.
If we believe that "personality determines fate", should people with the same personality characteristics have the same fate? Theoretically, it should be like this. From a realistic point of view, this statement lacks the most basic common sense, because everyone is different and it is impossible to copy the fate of others.
We contacted a customer in the second half of this year. This client has done career counseling in a well-known career planning institution in China. The negotiation process is ridiculous. First, arrange her to do a set of personality test questions, and then the program system automatically generates a report. According to the evaluation in this report, the consultant suggested six or seven directions suitable for her. But these directions are based on theoretical conclusions, and she has no idea how to apply them in reality. Whenever she has questions in this regard, the consultant will tell her that you should read this report carefully, which is very clear and detailed. Later, the organization added her to a group, which was full of people with the same personality characteristics as her and gave similar career development suggestions. For the consulting work advocating "bold assumption and careful verification", this approach is obviously biased.
Since "interest tendency" and "personality traits" cannot be the core key factors in career decision-making, what should we pay attention to? The answer is: advantage! As early as 2009, when the first workplace network was established, we have been focusing on people's advantages!
So, how to make a systematic and complete career plan? We will make a detailed interpretation through the "one core and two drives" career management mode of the first workplace network.
The so-called "one core" refers to a core, that is, advantages. "Double-drive" refers to a career management ecosystem composed of "internal self-drive" (composed of "personality traits+interest tendency+career ideas+career skills") and "external growth drive" (composed of "industry positioning+enterprise matching+path design+upward management"). Lack of any one factor will lead to problems in this system.
Let's talk about "advantages" first. After 25 years of data statistics and investigation of more than 2 million people, Gallup Company put forward the famous "advantage theory": only by giving full play to its own advantages can it achieve sustained and perfect performance in its work. On the contrary, it is the "barrel theory". Gallup believes that a person's advantage consists of talent, knowledge and skills. Knowledge and skills can be learned, but talent can't, because it is an instinctive behavioral response dominated by human brain and neural thinking. If you do something, one is out of instinct, and the other is against instinct, which situation is easier to make achievements? The answer is obvious. Not only that, Gallup's survey also found that compared with those who can't give full play to their own advantages, those who have the opportunity to do what they are good at every day are five times more likely to work and more than twice as likely to think that their overall quality of life is high. The breakthrough point of Gallup's path also lies in "discovering advantages", and realizing the sustainable growth of enterprises through management concepts suitable for different materials.
Gallup has a total of 34 topics, and the first five topics will be measured when you evaluate them. From the point of view of mathematical permutation and combination, there will be 33 million combinations in total. With such a huge number of combinations, we have every reason to believe that everyone is unique, and this evaluation can really discover people's personality. At the same time, it is precisely because of this that we put the importance of "interest tendency" and "personality traits" in a secondary position and put our advantages at the core. Because, from the perspective of interest, being interested does not mean that you must have an advantage that matches your interest. Similarly, from the perspective of personality, even the prestigious MBTI test has only 16 common personality combinations, so you can easily find people with the same personality characteristics as you. This kind of evaluation is based on probability statistics, which often reflects the "* * *" of a certain type of personality, but it is difficult to grasp its subtle "personality" differences. CD evaluation also faces the same problem. For example, people with the same type I personality, some people's dominant theme is "communication", while others are "please". From the perspective of personality analysis, the differences between these themes are not obvious, and they all belong to the performance of social personality; But judging from Gallup's advantages, the differences between them are sometimes enough to decide their career directions are completely different.
Since "interest tendency" and "personality traits" cannot be the key decision-making factors affecting career direction, what is the significance of their existence? The answer is: auxiliary verification. Although "advantage" is the core factor, it only accounts for 50% of the weight in career direction decision. Although this weight is large enough, it still cannot reach 100%. At this time, it is necessary to comprehensively consider other influencing factors to assist verification, so as to further verify the advantages. Only when the evaluation results of different levels are consistent in internal orientation can we determine the effectiveness of this evaluation. For example, people with perfect personality are not good at extroverted interpersonal development. If the theme of "please" appears in the advantage evaluation, we should consider what is the reason for this situation, what is the real performance of the caller in life, and which evaluation is credible. In addition, we also confirm his professional outlook through professional anchors, so as to confirm that there is * * * consistency between this professional outlook and strengths, personality traits and interest tendencies. Through such layer-by-layer verification, the most accurate analysis and judgment of callers can be achieved.
However, even if the advantages, interests, personality and professional ideas are consistent and the direction can be determined, we still cannot rashly choose the direction. Because the choice of direction at this time is still at the theoretical level, this is an armchair strategist. The next step must be to consider how to implement it. If the direction cannot be implemented, it will stay in theory forever and have no practical guiding significance.
Among the five SMART principles of goal setting, the one that we are most concerned about and bear the brunt of is A- realizability, that is, realizability. In the process of career orientation, this factor is simply the "threshold": is there any rigid requirement for academic qualifications, majors and experience in this target direction you choose? If the threshold is high and it is difficult to supplement, this direction will not be realized, and such goal orientation is meaningless.
In the process of determining the orientation, the weight of "advantage" is 50%, and the weight of "interest tendency", "personality trait", "professional idea" and "professional skill" are the same, which are 12.5% respectively. Only when the visitor's interest tendency is very obvious, its weight ratio can rise to 20%, and the rest items each account for 10%.
All of the above are the factors that should be considered about career orientation. At this time, all career orientations are based on the internal self-driving factors with advantages as the core, that is, to solve the problem of "what am I suitable for?" But only by solving this problem, the career planning is only 50% completed. The remaining 50% should be driven by external growth, that is, to solve the problem of "what should I do". These two factors influence each other and are indispensable.
Among the "external growth-driven" factors, the first thing to consider is industry positioning. In the same position, in different industries, the requirements for talents will be different and different. Take our most common sales position as an example. The sales model of B2B industry is completely different from that of B2C industry, and the quality requirements for salespeople are different. Similarly, as a market post, the market post in the industrial field and the market post in the consumer goods field have completely different positions in the company, and the development space they face is also very different. In addition, from the development trend, the life cycle of different industries is also different, and the impact on career development needs to be considered in the long run. This requires us to deeply interpret national policies, pay attention to the dynamics of the capital market, pay attention to the frontier development trends, and avoid being eliminated when the industry crisis comes. For example, this year's manufacturing difficulties, the difficulties faced by the banking industry, the difficulties faced by a large number of real economies, and the difficulties faced by the traditional media industry. Many people will lose their jobs. Without this forward thinking, you are likely to face the threat of unemployment tomorrow.
Followed by enterprise matching. What should I do? What kind of enterprise is most suitable? In the same industry, from the upstream to the downstream of the industrial chain, how can I choose the most favorable for my future career development? What about big companies? What are the advantages and disadvantages of small companies? What is the best choice for you? For example, last year we met a customer who worked in FMCG for 65,438+00 years. The highest workplace is a city manager, and career development encounters bottlenecks. I don't know how to break through After reading his resume, we found that he chose a position with low value in the industrial chain, which directly affected his subsequent career development and growth.
Third, the growth path design. Many people don't think deeply about the long-term development and growth path of their career, and don't know what stage they should reach, what kind of ability they should have at different stages, and how to achieve it, which leads them to be very passive in their work and often take one step at a time. The most intuitive consequence of this state is that you can't see your own growth and don't know how to grow. After working for 3 or 5 years, looking back, I suddenly found myself in a state of standing still these years. At this time, the career development will easily enter a dangerous situation: the ability does not match the growth of age. This will lead them to be more passive in their future career choices and be in an embarrassing position forever.
Finally, upward management. This is a topic that has to be said, because it accounts for 40% of the "external growth drivers" (other items account for 20% each), but 95% people ignore it. Everyone usually holds the concept of "shortcut" and expects to rely on the success of a certain factor to achieve a great victory in the overall workplace. For example, if I find a direction that suits me, I will succeed; Or choose a good industry, and I will succeed; Or find a good company, and I will succeed. Such an idea is understandable, but it is incomplete and not the most important. The most important thing is how to do a good job of upward management, that is, how to handle the relationship with the boss through effective methods, gain the trust of the boss to the greatest extent, and gain reuse in the work, so as to gain greater room for growth and promotion in the future. Because in the traditional concept of China people, people should be modest, keep a low profile and don't show off. There are also many people working in the workplace, but you can also see that they complain a lot. "Why do I do so many things, but the leaders can't see it?" All this, I think the boss can't see my efforts, which leads to my depression and I don't take the initiative to communicate with the leader. If I am depressed for a long time, I have to quit my job in order to meet a knowledgeable Bole and help him achieve something. Last month, a client we consulted was also conscientious, practical and willing to work, and performed well in all aspects, but he has never been trusted by his superior boss. We told him that this was a typical upward management problem and told him how to improve it. He worked hard to improve for a month, saying that the transaction had just started, and the department director's attitude towards him was different from before. In order to solve this problem, we plan to open a course of "upward management" on 20 16. Of all the career planning institutions, I'm afraid we are the only one who can take "upward management" as a factor affecting career development and occupy such a high weight. )
Through the above "one core and two drives" career planning model, you should know that a complete career planning should consider five internal factors and four external factors. These different factors interact with each other and form a complete career planning system with * * *. The lack of any link will lead to the lack of various problems in future career development. For example, ignoring the consideration of "advantages" factors, you may find that your work has no sense of accomplishment; Ignoring the consideration of "professional concept", you may find that your work does not conform to your values; Ignore "industry positioning", and you may find that this industry has no future in a few years; Ignore "upward management" and you may find yourself just a coolie who will never be reused. The consideration of all the above factors is based on the comprehensive judgment of self, enterprise and human resources environment. This kind of judgment requires the consultant to have rich workplace and social experience, to be able to accurately see the essence through the phenomenon, and to give the most reasonable choice through deep thinking. It's definitely not through one or two evaluations that you can find the answer.