Career job information for job seekers and find good employment job
by Stephen Rosen
Do you have a healthy career? When we face a transition does not lead, who will prosper? Most professionals will change direction several times during his career, and even completely transform their careers.
Consider Nathan Myrhvold, which began with a Ph.D. in theoretical physics, then worked in the cosmology of Stephen Hawking, and now is chief technology officer of Microsoft (and the right of Bill Gates). He then moved to a software program - as part of its investigation - which is the mathematical equivalent of the joint program of word processing.
Everyone will experience a career transition, or on its own as a result of a mismatch, or caused by a change in the economic sphere. If you can leave the individual to understand stiffness caused by being a highly trained professional? credentialism or organizational rigidity will fall? You will be able to work productively to change strategies to implement?
You are able to transition the skills necessary to create your own career satisfaction of learning, gaining more responsibility, better working conditions, increased use of the skills and talents, and even a higher rate."You are able to transfer the knowledge to create their own career satisfaction of learning ..."
My studies of "career-change champions" have identified the beliefs that are good for your success. Of course, semi-random events play an important role in career transition. Up to us to seize opportunities and use them to further develop our careers.
To prove his health and career readiness for change, he wondered how often you or agree with every one of the following ... "Never", "sometimes" or "always"?
1. I intuitively develop lasting relationships with my friends and colleagues.
2. professional colleagues, mentors, advisors and role models are important in my life.
3. Life is full of random events, I try to make adventures.
4. In my professional and social life, I give my best and true.
5. I know I can, I can not and the difference between them.
6. I can send my energy, instincts and desires into useful occupations.
7. Humility is a great virtue.
8. The harder you work, the luckier I have.
9. I work hard and play hard.
10. I made decisions on important turning points in my career was good for my career.
11. I am energetic and optimistic about my career and my life.
12. I can recharge, fun and innovation of my work or career.
13. Excellent employment opportunities and provide well for me have come my way, if by chance.
His health is good career if they were always able to respond to three quarters of the questions."Many of us have thousands of" script "of work or the conduct of the race shows that when it acts on something familiar."
Most professionals will change direction several times during his career, and even completely transform their careers.
In the fifth century BC, Hypocrites said it was less important than knowing what disease the person has, or which person has the disease. Even today it is less important to know the history of the person that the person's career. When the races and people to adapt to their careers as good as them.
The establishment of a gold standard "career health" against which we compare ourselves and our ability to "job mobility", I have a healthy change of career patterns and different learning strategies for success "career change ". While conducting this research, I spoke with about 100 world-class physicists, scientists and other qualified professionals. I call them "career change champions" because they successfully changed their careers often easy and happy.
Interviewed champions like Robert Frost, who earned a Ph.D. in theoretical physics and quantum, and went on to run labs Hudson, Assistant Secretary of Defense, NASA's chief, an executive of the Committee on United Nations Environment Head of General Motors Research Labs now, and is currently a Fellow of the John F. Kennedy School of Government, Harvard University. Then there is Joseph Atick, which began in string theory, a computational neurobiologist, and now runs his own company of biometrics, Visionics Corporation, which has become the leading developer of facial recognition technology. Z David Robinson, meanwhile, began his career in chemical physics, moved in the optical detection devices and electronic instruments and infrared, then joined the Office of the President of the Scientific Advisory work on communications policy satellite. He was later appointed Vice President for Academic Affairs at the University of New York and eventually became the head of the Carnegie Commission on Science, Technology and the government, which assesses how governments, scientific and technological knowledge to be included in making decisions and policy.
Concern
These are the stories of success. But unfortunately, the mismatch between jobs or careers, on the one hand and the interests of the people, values and skills on the other hand, are common. Approximately a quarter to half of the scientists and others say they feel frustrated or unhappy. She does not recommend their own careers for their children, or even, given the opportunity, not following the race itself. These mismatches are in need of the person, but unproductive to an employer or an organization. Why is this happening to scientists intelligent, highly educated?
Almost a century ago, Thorstein Veblen, in "Theory of the Leisure Class" (1899) notes that more formal education or training and continuing education we receive, but not to the practical results achieved in everyday life, but necessary activities economic, and less versatile we become. The result is a general decline in basic skills at the expense of very narrow expertise. In fact, by reinforcing a "muscle" (or a set of professional skills or behavior), we become "muscular" in that set, while other more practical skills are weak or atrophied. The exercise of a favorite muscle will not help if the market does not need it, especially if we neglect other muscles that are needed to "do the job." Veblen called this phenomenon "trained incapacity."
The root problem is the lack of flexibility. We tend to learn more, "even the most complex tasks. Many of us have thousands of" script "of work or the conduct of the race shows that when it acts on something familiar. For example, sending unsolicited resumes if satisfied with their current career or job. Once a pattern of learned behavior is difficult to change.
Even now, when the niche market needs special skills, many of which could fit the bill having trouble finding openings to be asking. Often, and especially between the "trained incapacity for work", well educated people have difficulty learning to market themselves with integrity.
SIDE EFFECTS MOVES UP / P>
Organizations can also suffer from the institutional version of "trained incapacity," be educated than their marketing capabilities, "and" on learning. The enemy of true mobility can organize training programs, credentials, professional associations, memory and even formal education, and bureaucracy.
However, a number of large companies recognize this danger and we strive to provide labor to their employees to enhance rigidity or "addiction to the experience of" avoid. They look like miniature labor markets, and its employees and suppliers are offering their skills in a dynamic market. If Parry Norling, planning director for DuPont ID, said: "Our employees can change careers because they are big enough ... and we believe that satisfaction surveys do (that) have a higher career satisfaction when our attention focuses on corporate training and development. We have people who move at or above "
Companies must create and eliminate jobs in response to changes in the market. When a job is eliminated, individuals and their families experience emotional and financial. It's not just people who bear the cost. Employers must pay and adverse effects on relationships and work ethics to get ahead. Then fill the new jobs created, often paying a premium on cutting-edge capabilities.
Flexible people are resistant are extraordinary economic asset. These versatile jobs shift employees and career with ease. Moreover, they lubricate the economic machine and increase productivity.
RACING WELFARE
Since the mobility and flexibility may help the company and the economy and the individual, why is it so difficult to find and nurture? To answer this question, I examined the themes that emerged from the interviews with my "career change champions." My goal was to discover what career versatility in practice means for them. What do you think about your own career? What were the most significant turning points in their lives? What attitudes influenced their decision-making patterns? What, in short, the characteristics of champions career change?
Some persistent themes of the collective wisdom of our "champions of change of career." They believe their work is an admirable expression of their lives and get pleasure from it. They enjoy stretching their talents and drawing imaginative personal minimums. They believe that the harder I work, the luckier they get. They work hard and play hard. Lead a full and balanced life. They have a strong sense of what they are. They think about how their careers to change as people.
These may sound like mere platitudes, but to change careers champions are deeply held beliefs.
But each of us can learn to do what champions do not? Mere mortals can walk four miles in the boots of genius? And monitor our physical health by having annual checkups, you can make your career health check assessment of welfare career (see my website). This exercise is designed to understand and measure the health of our careers, our strength and versatility. We must discover the ease with which the race finally been changed to suit the requirements of a Darwinian dynamic economy, and improve our job satisfaction.
The ability to change direction of career can advance the economic well-being, productivity in the organization, and our individual satisfaction. The prepared or unwilling to use their knowledge from one area to another, not just their own careers and compliance, but also the progress of their service organizations and the economy as a whole is limited. Versatile career career destination
Do you have a healthy career? When we face a transition does not lead, who will prosper? Most professionals will change direction several times during his career, and even completely transform their careers.
Consider Nathan Myrhvold, which began with a Ph.D. in theoretical physics, then worked in the cosmology of Stephen Hawking, and now is chief technology officer of Microsoft (and the right of Bill Gates). He then moved to a software program - as part of its investigation - which is the mathematical equivalent of the joint program of word processing.
Everyone will experience a career transition, or on its own as a result of a mismatch, or caused by a change in the economic sphere. If you can leave the individual to understand stiffness caused by being a highly trained professional? credentialism or organizational rigidity will fall? You will be able to work productively to change strategies to implement?
You are able to transition the skills necessary to create your own career satisfaction of learning, gaining more responsibility, better working conditions, increased use of the skills and talents, and even a higher rate."You are able to transfer the knowledge to create their own career satisfaction of learning ..."
My studies of "career-change champions" have identified the beliefs that are good for your success. Of course, semi-random events play an important role in career transition. Up to us to seize opportunities and use them to further develop our careers.
To prove his health and career readiness for change, he wondered how often you or agree with every one of the following ... "Never", "sometimes" or "always"?
1. I intuitively develop lasting relationships with my friends and colleagues.
2. professional colleagues, mentors, advisors and role models are important in my life.
3. Life is full of random events, I try to make adventures.
4. In my professional and social life, I give my best and true.
5. I know I can, I can not and the difference between them.
6. I can send my energy, instincts and desires into useful occupations.
7. Humility is a great virtue.
8. The harder you work, the luckier I have.
9. I work hard and play hard.
10. I made decisions on important turning points in my career was good for my career.
11. I am energetic and optimistic about my career and my life.
12. I can recharge, fun and innovation of my work or career.
13. Excellent employment opportunities and provide well for me have come my way, if by chance.
His health is good career if they were always able to respond to three quarters of the questions."Many of us have thousands of" script "of work or the conduct of the race shows that when it acts on something familiar."
Most professionals will change direction several times during his career, and even completely transform their careers.
In the fifth century BC, Hypocrites said it was less important than knowing what disease the person has, or which person has the disease. Even today it is less important to know the history of the person that the person's career. When the races and people to adapt to their careers as good as them.
The establishment of a gold standard "career health" against which we compare ourselves and our ability to "job mobility", I have a healthy change of career patterns and different learning strategies for success "career change ". While conducting this research, I spoke with about 100 world-class physicists, scientists and other qualified professionals. I call them "career change champions" because they successfully changed their careers often easy and happy.
Interviewed champions like Robert Frost, who earned a Ph.D. in theoretical physics and quantum, and went on to run labs Hudson, Assistant Secretary of Defense, NASA's chief, an executive of the Committee on United Nations Environment Head of General Motors Research Labs now, and is currently a Fellow of the John F. Kennedy School of Government, Harvard University. Then there is Joseph Atick, which began in string theory, a computational neurobiologist, and now runs his own company of biometrics, Visionics Corporation, which has become the leading developer of facial recognition technology. Z David Robinson, meanwhile, began his career in chemical physics, moved in the optical detection devices and electronic instruments and infrared, then joined the Office of the President of the Scientific Advisory work on communications policy satellite. He was later appointed Vice President for Academic Affairs at the University of New York and eventually became the head of the Carnegie Commission on Science, Technology and the government, which assesses how governments, scientific and technological knowledge to be included in making decisions and policy.
Concern
These are the stories of success. But unfortunately, the mismatch between jobs or careers, on the one hand and the interests of the people, values and skills on the other hand, are common. Approximately a quarter to half of the scientists and others say they feel frustrated or unhappy. She does not recommend their own careers for their children, or even, given the opportunity, not following the race itself. These mismatches are in need of the person, but unproductive to an employer or an organization. Why is this happening to scientists intelligent, highly educated?
Almost a century ago, Thorstein Veblen, in "Theory of the Leisure Class" (1899) notes that more formal education or training and continuing education we receive, but not to the practical results achieved in everyday life, but necessary activities economic, and less versatile we become. The result is a general decline in basic skills at the expense of very narrow expertise. In fact, by reinforcing a "muscle" (or a set of professional skills or behavior), we become "muscular" in that set, while other more practical skills are weak or atrophied. The exercise of a favorite muscle will not help if the market does not need it, especially if we neglect other muscles that are needed to "do the job." Veblen called this phenomenon "trained incapacity."
The root problem is the lack of flexibility. We tend to learn more, "even the most complex tasks. Many of us have thousands of" script "of work or the conduct of the race shows that when it acts on something familiar. For example, sending unsolicited resumes if satisfied with their current career or job. Once a pattern of learned behavior is difficult to change.
Even now, when the niche market needs special skills, many of which could fit the bill having trouble finding openings to be asking. Often, and especially between the "trained incapacity for work", well educated people have difficulty learning to market themselves with integrity.
SIDE EFFECTS MOVES UP / P>
Organizations can also suffer from the institutional version of "trained incapacity," be educated than their marketing capabilities, "and" on learning. The enemy of true mobility can organize training programs, credentials, professional associations, memory and even formal education, and bureaucracy.
However, a number of large companies recognize this danger and we strive to provide labor to their employees to enhance rigidity or "addiction to the experience of" avoid. They look like miniature labor markets, and its employees and suppliers are offering their skills in a dynamic market. If Parry Norling, planning director for DuPont ID, said: "Our employees can change careers because they are big enough ... and we believe that satisfaction surveys do (that) have a higher career satisfaction when our attention focuses on corporate training and development. We have people who move at or above "
Companies must create and eliminate jobs in response to changes in the market. When a job is eliminated, individuals and their families experience emotional and financial. It's not just people who bear the cost. Employers must pay and adverse effects on relationships and work ethics to get ahead. Then fill the new jobs created, often paying a premium on cutting-edge capabilities.
Flexible people are resistant are extraordinary economic asset. These versatile jobs shift employees and career with ease. Moreover, they lubricate the economic machine and increase productivity.
RACING WELFARE
Since the mobility and flexibility may help the company and the economy and the individual, why is it so difficult to find and nurture? To answer this question, I examined the themes that emerged from the interviews with my "career change champions." My goal was to discover what career versatility in practice means for them. What do you think about your own career? What were the most significant turning points in their lives? What attitudes influenced their decision-making patterns? What, in short, the characteristics of champions career change?
Some persistent themes of the collective wisdom of our "champions of change of career." They believe their work is an admirable expression of their lives and get pleasure from it. They enjoy stretching their talents and drawing imaginative personal minimums. They believe that the harder I work, the luckier they get. They work hard and play hard. Lead a full and balanced life. They have a strong sense of what they are. They think about how their careers to change as people.
These may sound like mere platitudes, but to change careers champions are deeply held beliefs.
But each of us can learn to do what champions do not? Mere mortals can walk four miles in the boots of genius? And monitor our physical health by having annual checkups, you can make your career health check assessment of welfare career (see my website). This exercise is designed to understand and measure the health of our careers, our strength and versatility. We must discover the ease with which the race finally been changed to suit the requirements of a Darwinian dynamic economy, and improve our job satisfaction.
The ability to change direction of career can advance the economic well-being, productivity in the organization, and our individual satisfaction. The prepared or unwilling to use their knowledge from one area to another, not just their own careers and compliance, but also the progress of their service organizations and the economy as a whole is limited. Versatile career career destination
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