Vince Molinaro's Leadership Practice At Knightsbridge Human Capital Solutions

Whilst a great body of careers theory literature leans towards “career as an individual phenomenon” (Schneidhofer, Latzke & Mayrhofer, 2015), careers cannot be isolated from other factors. Grandjean (1981, p.1057) places careers at “the intersection of societal history and individual biography”. Changes in context do impact on careers, however, the extent to which they do so in isolation is difficult to measure. Context has an important part to play, offering careers “a set of external structures and events that create opportunities and difficulties” (Inkson, Dries & Arnold, 2015). Changes in context are inexplicably driven by the forward motion of time. It has been argued that individual reaction to such changes facilitates career

I am very interested in a career field in Human Resources. For this paper, I interviewed Lillian Mannino who is a Human Resource and Personnel Manager at the UC San Diego Graduate School of Global Policy and Strategy. As a manager, Lillian serves as the link between the graduate school’s management and its employees. She is in charge of overseeing recruitment, employee relations, policy development, payroll, and benefits. Personnel management is a special branch of management that is focus on the concerns of employees at work and their relationship with the organization. Her educational experiences consist of a bachelor degree at UC San Diego in Management Science and a professional Human Resources certificate from UCSD Extension. She has been working in the academic administration for almost ten years and earned her current position as manager through climbing up the ladder. She started off working in this field as a student affairs officer then was promoted to an administrative specialist. Her prior work experience paved a path for her to build up professional experience as well as a solid network within the UCSD administrative system.

In a collection of articles unlike the other books we have read, The Harvard Business Review along with the School of Business at the university did a five year research on the connection and balance between work and life outside of work. But it also looks at the higher end of the social ladder. They look at executives of company’s worldwide. Like I said, this edition of the HBR is a series of articles that go from a deep look into the “mommy-track” to different future looks on prospective jobs, and details the path of employees of all levels on how to understand the tricky and

With the constant changes and developments in the workforce, people need to enhance their career roles. The University of Phoenix uses that fact to persuade people to enroll in classes. They use ads and phrases that make you reevaluate your current situation.

Furthermore, volunteers who participated in this initiative were given incentives also pushed a desire to do the best. “Employee volunteers were told that their commitment to the program would ultimately help all workers enhance their long-term career opportunities at Walgreens; generating great interest among employees, and the company quickly identified the appropriate number if volunteers to kick off the initiative” (Jackson, Mathis, & Valentine, 2014, p. 328). In addition to the kickbacks given to volunteers, these employees also benefitted by being able to control their own career prospects at Walgreens. It was necessary to rely on employee blueprints to enhance career management in the company because it “identified possible employment paths that operated through a variety of career tracks; provided the proper training activities and enhancement opportunities that facilitate the accomplishment of career goals; and positioned the company as a desirable employer” (Jackson, et al., 2014, p.

Effectively integrating as an employee into a new work environment can be stressful, but when successfully accomplished, can present great opportunities for career growth. In the Harvard Business School Brief Case “Thomas Green: Power, Office Politics, and a Career in Crisis,” recently promoted Senior Market Specialist Thomas Green sought to achieve great career growth at the corporate headquarters of Dynamic Displays. Unfortunately, Green’s personality and work style were too dissimilar from manager Frank Davis’ expectations. As a result, Green is left with a career crisis where his ambitious career growth with Dynamic Displays may be stunted. For Thomas Green, a shift in his work style and how he approaches conflict resolution are necessary for him to achieve his career objectives at Dynamic Displays.

In the beginning, career counseling was strictly developed to help with job placement, but it became so much more than that after the career development was further researched by a group of theorist that focused on career process. What is it that drives us to choose a specific career path? According to Zunker (2012), different theorists such as Parsons, Holland, Krumboltz, Bandura, Super, and Gottfredson all developed theories on career development and their perspective on the importance of occupational process. Throughout this paper one will discuss the John Holland’s Typology and the significance of this particular career theory. Some of the points that will be covered in this paper include: history of theory, strengths and weaknesses, assessments used, population best fit for this theory, and diversity and

This model requires a close relationship between client and coach for it to be successful.  A career coach is responsible for helping an individual "identify their sharpest skills, define career goals, be more productive, set strategies to earn more money, and make them more valuable to their current or next boss (Simpson & Glowiak, 2012, p. 289). Peterson and Millier (2005) stress learning and development as the main goal of career coaching. The authors encourage career coaches to implement techniques that help clients make decisions based on long-term priorities and not contemporary

In the Four Framework Approach, Bolman and Deal (1991) explain that the characteristics of a leader are understood through recognition of certain behaviors that comprise four leadership frameworks: Structural, Human Resource, Political, or Symbolic. These four frameworks are understood by good leaders. However, according to the authors, each framework of leadership should be employed based upon the circumstances the leader finds himself in. Depending on the leadership situation, the leader will apply the principles of one of the four frameworks to maximize his leadership strategy.

With all of the topics discussed by Dr. Capuzzi and participating students (2017) on the conference call, the most meaningful topic for myself that was covered was the need to take a holistic approach to career counseling. Dr. Capuzzi stated that, even as career counselors, we are “dealing with the whole person –their physical health, their mental health, and their spirituality,” (2017, 21:20). He also noted similarities between career counseling and mental health counseling, and made a direct correlation and connection between the two. One way I will incorporate this into future work with clients is to seek understanding of an individual’s entire worldview, life experiences, and culture, as opposed to narrowing the focus simply to discussions surrounding career exploration and difficulties (or successes). Helping

Each leadership session we have could be cut in half. The individual could come in, share their nuggets of wisdom, answer a few questions, and then leave. Instead, each nugget of wisdom is placed within layers of life experiences. Roberts didn’t shy away from explaining the unconventional beginnings of his career. He explained how GPA, and other common metrics used for evaluating people can be misleading. “I was on an upward trend,” he argued back to the recruiter. This drive and confidence put him in the fast lane for his career. He initially sounded just as unconventional when he shared, “Disruption is the center, and you are going to disrupt or be disrupted.” This seemingly contrarian piece of advice has followed him his entire life, even into our lecture room in the book he was reading. He continued on to break many long held stereotypes of a leader. “I don’t feel like people work for me, I believe in the idea,” said Roberts. This leadership style embodies the “I to We” leadership

From a young age, I have taken on many responsibilities and driven myself to be in leadership positions whether being in the classroom or in the workplace. Through hard work and dedication, I was given more responsibilities and was challenged with more management roles. I started as an executive assistant at a law firm which taught me a lot about employment laws, and the important role Human Resources plays in the business world. In light of this, Human Resources caught my interest; thus confirming my desire to be involved in a more direct role that gives me the ability to be a positive influence on the welfare of employees. I sought out an opportunity as an assistant in the Human Resources department and was eager to get involved to share my ideas. In that role, I was given the responsibility for recruiting, training and developing new employees as well as managing benefits and payroll. I have proven to possess the interpersonal skills and management abilities to excel in the field Human Resources. These skill sets have made me determined to further my education and career

The biography and career plan laid out in this paper provide me with a useful guide as I evaluate my professional life and establish goals for myself. I am able to apply the insights and advice I received from my interviewee to my desired career direction and map out a course of action.

At this stage of my doctoral studies in Industrial and Organizational Psychology (IOP) the career opportunities, I am exploring focuses on executive coaching and consulting. My partiality to these roles is as a result of my passion for understanding leader’s capabilities, the demand in the marketplace, and my training and experience in leadership coaching. As an executive coaching, my goal is to work with organizational, community, and civic leaders to bring more awareness to the role of personal and cultural values in their decision making and leadership

Peter Drucker argues that we live in an age of unprecedented opportunity; that people can make it to the top no matter where they start (Drucker, 2005). However, no matter what natural talents you may possess, people still need to learn how to manage their lives and their careers over a fifty or more year period. He asks people to ask five primary questions honestly about their career.