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DEVELOP A CAREER ROADMAPPAGE 3 OF 3Column 1: CompetenciesColumn IIColumn IIITasks, Skills, Knowledge, AbilitiesRecommendedProficiencyCurrent Level ofAbilityCritical Thinking — Using logic and reasoning to identify the strengthsand weaknesses of alternative solutions, conclusions or approaches toproblems.AdvancedSufficient PresenceCoordination — Adjusting actions in relation to others' actions.AdvancedSufficient PresenceActive Learning — Understanding the implications of new informationfor both current and future problem-solving and decision-making.AdvancedSufficient PresenceReading Comprehension — Understanding written sentences andparagraphs in work related documents.AdvancedSufficient PresenceSpeaking — Talking to others to convey information effectively.AdvancedModerate PresenceWriting — Communicating effectively in writing as appropriate for theneeds of the audience.AdvancedModerate PresenceJudgment and Decision Making — Considering the relative costs andbenefits of potential actions to choose the most appropriate one.IntermediatePartial PresenceTime Management — Managing one's own time and the time of others.IntermediatePartial PresenceNegotiation — Bringing others together and trying to reconcile differences.ExpertPartial PresenceAdvancedMinimal PresencePersuasion — Persuading others to change their minds or behavior. 2007 The Ginac Group, Inc.7

DEVELOP A CAREER ROADMAPSince this tool is not all inclusive, a “catch all” has been inserted at the end of this section to cover skills,knowledge, or attributes not outlined here. You should add outstanding areas specific and significant to your futureCareer Roadmap. It would also be useful to supply operational definitions of the skills, knowledge, or attributeslisted in the catch all category. Please fill in any additional tasks, skills, knowledge or abilities and briefly define theneed.COMPETENCY EVALUATION WORKSHEETColumn 1: CompetenciesColumn IIColumn IIITasks, Skills, Knowledge, AbilitiesRecommendedProficiencyCurrent Level of Ability 2007 The Ginac Group, Inc.8

DEVELOP A CAREER ROADMAPCOMPETENCY EVALUATION (INDEPENDENT ASSESSMENT)The competency table below is an example of what you would send to someone assessing your competencies. Theinformation that you receive back would contain numbers in Column III as in the example below.SALES ENGINEER TO MARKETING MANAGERColumn 1Column IIITasks, Skills, Knowledge, AbilitiesCurrent Level ofAbilityDevelop pricing strategies, balancing firm objectives and customer satisfaction.No PresenceIdentify, develop, and evaluate marketing strategy, based on knowledge of establishment objectives, market characteristics, and cost and markup.No PresenceEvaluate the financial aspects of product development, such as budgets, expenditures, research and development appropriations, and return-on-investment and profit-loss projections.Minimal PresenceFormulate, direct and coordinate marketing activities and policies to promote products andservices, working with advertising and promotion managers.No PresenceDirect the hiring, training, and performance evaluations of marketing and sales staff and oversee their daily activities.Partial PresenceNegotiate contracts with vendors and distributors to manage product distribution, establishing distribution networks and distribution strategies.Moderate PresenceConsult with product development personnel on product specifications such as design, color,and packaging.Partial PresenceCompile lists describing product or service offerings.Partial PresenceUse sales forecasting and strategic planning to ensure the sale and profitability of products,lines, or services, analyzing business developments and monitoring market trends.Select products and accessories to be displayed at tradeshows. 2007 The Ginac Group, Inc.9No PresencePartial Presence

DEVELOP A CAREER ROADMAPCOMPETENCY ASSESSMENT DASHBOARDThe combined assessment incorporates all of the columns including the competency description, recommendedproficiency, your self-assessment and the independent assessment. Below is a subset of the evaluation.Column 1Column IITasks, Skills, Knowledge, AbilitiesDevelop pricing strategies, balancing firm objectives andcustomer satisfaction.Identify, develop, and evaluate marketing strategy, basedon knowledge of establishment objectives, market characteristics, and cost and markup.Evaluate the financial aspects of product development,such as budgets, expenditures, research and developmentappropriations, and return-on-investment and profit-loss.Formulate, direct and coordinate marketing activities andpolicies to promote products and services, working withadvertising and promotion managers.Direct the hiring, training, and performance evaluations ofmarketing and sales staff and oversee their daily activities.Negotiate contracts with vendors and distributors tomanage product distribution, establishing distribution networks and distribution strategies.Consult with product development personnel on productspecifications such as design, color, and packaging.Compile lists describing product or service offerings.Use sales forecasting and strategic planning to ensure thesale and profitability of products, lines, or services, analyzing business developments and monitoring market trends.Select products and accessories to be displayed at tradeshows. 2007 The Ginac Group, Inc.10Column IIIColumn III(Self)(Independent )RecommendedProficiencyCurrent Levelof AbilityCurrent Level ofAbilityPartial PresenceNo PresenceNo PresenceSufficientMinimalPresencePresencePartial PresenceMinimalPresenceNo PresenceMinimal ialPartialPresencePresencePresenceSufficient PresenceNo PresencePresencePresencePartialPresenceNo PresencePartial Presence

DEVELOP A CAREER ROADMAPANALYZING COMPETENCY GAPSYou have selected the type of career you want to pursue, assessed your competencies, and now you need toanalyze the gaps. One way to identify gaps is to compare your assessment with the Recommended Proficiencysection. Another way to assess gaps is to compare your assessment with the independent assessment. This is animportant step in the process, because the outputs will be the identification of opportunities to further yourgrowth. As you can see in the previous example, the gaps are clearly visible. On numerous occasions, the selfassessment and the independent assessment provide different ratings. Gaps also exist between the levels of“Recommended Proficiency” and “Ability”.For example, the first competency in the list pertaining todeveloping pricing strategies was deemed “Intermediate” on Proficiency. However, the self-assessment and theindependent ratings were low on ability. This would be identified as a gap and an area for development.We recommend starting such a discussion with a trusted friend or relative by sharing ideas on the importance ofdevelopment before ability. It is crucial that you focus on one row at a time, and that you not rush through theprocess. You should review all of the items, and focus on disparities of perception. This is also a good process toundertake with your current manager at work, as they might be able to contribute a different perspective. Theend goal is to seek agreement on each of the rankings. If agreement is reached, differences should be noted. Thenext step is to address ability. Again, focus on one topic at a time to facilitate and open discussion.Focus on Two Areas:1.When your ratings vary significantly (2 points or more) from your trusted source, try to understand why.2.When importance implies that a high degree of knowledge or skill is needed, but ability indicates that improvement is needed, circle the rating.After completion, you and your trusted source should reach agreement on those skills, knowledge, and attributesthat are critical to your future success and professional development. Rank these needs on the next page, in orderof importance. This will then become a priority listing for implementing the Roadmap. 2007 The Ginac Group, Inc.11

DEVELOP A CAREER ROADMAPPRIORITIZING COMPETENCY DEVELOPMENTOn the lines below, list (from previous pages) the most important skill areas to be developed. If a patternemerges, a broader category of needs may be entered. The list should then be ranked in order. Based on bothsample assessments, a list of areas to develop has been included below, along with a preliminary order ofimportance. The order of importance is critical because it should guide you in developing your career roadmapbased on your most important development needs.Development Needs: Skill, Knowledge, AbilityOrderPricing Strategies2Developing Marketing Strategies6Sales Forecasting5Administration and Management1Negotiating Deals4Persuading Audiences7Generating New Ideas3Being Sensitive to Customer Problems8 2007 The Ginac Group, Inc.12

DEVELOP A CAREER ROADMAPCREATE A ROADMAPCreating the plan to gain new competenciesOVERVIEWEveryone learns in their own way. Some of us learn better by seeing, while others may learn better by listening ortouching. Different learning styles will need to be considered in establishing the most appropriate developmenttechniques and methods. This section covers the development of competencies needed to grow professionally.We cover a range of proven techniques and methods that can be used to gain new skills, knowledge, and abilities.These methods are used in conjunction with a Career Roadmap to provide a suggested sequence of trainingevents to help you perform better in your current job function or in a new job role.A Career Roadmap is a strategic plan that lays out the specific steps you need to take to make a successfultransition. Preparation of a written Roadmap is a key step in ensuring the effective execution of a careertransition, because it spells out what actions are to be taken, when, and by whom. This section discusses theprocess of creating a Roadmap and Action Plan, and some basic guidelines to follow. It outlines what theRoadmap should include, and how its content should be organized and presented to best ensure that youeffectively carry out a successful career change. You can use the worksheets and the resources outlined here tocreate your own individual Roadmap. 2007 The Ginac Group, Inc.13

DEVELOP A CAREER ROADMAPIMPORTANT CONSIDERATIONSCreating a Roadmap can be an overwhelming task if you do not break it down into manageable pieces. YourRoadmap assists you in making shorter-term decisions, such as what steps you need to take to change careers,what projects to accept or not, whether that promotion makes sense, the possibility of changing industries, movingfrom public practice to industry, or improving specific skills for personal development. The Roadmap will helpkeep you focused on what is important, and make you happier in your career and your life. The planning process isnot discrete. Rather, it is a continuous process that occurs throughout the life of your career.As you might expect, Roadmaps vary a great deal in content and organization depending on the goal, person,career, or industry. Many people have very different learning styles and prefer different learning tools andtechniques to foster change. Before we begin to outline the Roadmap, we want to provide you with informationthat will be relevant to the development of actions. First, we will evaluate different Learning Styles followed byan exploration of development techniques and tools.LEARNING STYLESDifferent learning styles will need to be considered in establishing the most appropriate development activity,educational requirements, and/or reading to meet that style. Generally, three different learning styles exist: visual,auditory and tactile/kinesthetic. Visual learners learn through seeing. Auditory learners learn through hearing.Tactile learners learn through touching, moving, and doing. Experts agree that we have all three styles within us,but that one is dominant. An overview of learning traits has been provided below to help you assess your ownpersonal learning style or styles.VISUAL LEARNERS: use visual materials such as pictures, charts, maps, and graphs have a clear view of instructors when they are speaking, so the learner can see the instructor’s body languageand facial expression use color to highlight important points in text take notes or ask the teacher to provide handouts illustrate ideas as pictures or brainstorming bubbles before writing them down write a story and illustrate it use multi-media, such as computers, videos, and filmstrips study in a quiet place away from verbal disturbances 2007 The Ginac Group, Inc.14

DEVELOP A CAREER ROADMAP read illustrated books visualize information as a picture to aid memorizationAUDITORY LEARNERS: participate in class discussions/debates make speeches and presentations use a tape recorder during lectures instead of taking notes read text out aloud create musical jingles to aid memorization create mnemonics to aid memorization discuss ideas verbally dictate to someone who writes down their thoughts use verbal analogies, and story telling to demonstrate pointsTACTILE/KINESTHETIC LEARNERS take frequent study breaks move around to learn new things (i.e. read while on an exercise bike, or mold a piece of clay to learn a newconcept) work in a standing position chew gum while studying use bright colors to highlight reading material dress up your work space with art listen to music while studying skim through reading material to get a rough idea what it is about before settling down to read it in detail. 2007 The Ginac Group, Inc.15

DEVELOP A CAREER ROADMAPDEVELOPMENT TECHNIQUES AND METHODSYou can build skills using a variety of techniques and methods. Review the list below to determine the bestapproach for you. Some of the activities that can be helpful include:1.On-the-job-mentoring:One of the most widely used and most effective means of developingemployees is mentoring. It is the day-to-day responsibility of the manager or mentor to impart skills andknowledge, to answer questions, to review work, to discuss progress or lack of progress, and to providegeneral direction. Working through an actual problem as it develops will increase insight into how tohandle similar problems next time.2.Guided experience: Similar to mentoring, it has emphasis on the individual’s special development needs.You need to provide specific information on the developmental need and someone, usually a manager,observes your interaction in the role while providing very specific feedback as you go.3.Understudy training: Preparation of a person to assume the responsibilities of another person, eitheras a substitute or replacement.4.Job rotation: Job rotation offers a good opportunity to broaden knowledge and experience, as well as togain appreciation of viewpoints and interrelationships of various organizational groups.5.Project, Committee, or Task Force Assignment: Giving an individual a problem to resolve is anexcellent developmental technique. Committee or task force assignments help to determine how well anindividual can work with others, and identifies leadership and organizational skills.6.Special Assignments: Take the place of a manager on vacation, or on leave for an illness. You mightalso know someone who is taking leave and ask to “fill the role” on a volunteer basis to gain experience.7.Management Development Programs: Formal development programs can augment by providingboth useful information and practice in a classroom setting.8.Technical Education Programs: Formal technical programs may be available to you that are tailoredto your specific function.9.Job Expansion: Expansion of the scope of your current job to include greater responsibility and a widervariety of tasks will help you to acquire valuable skills and knowledge. 2007 The Ginac Group, Inc.16

DEVELOP A CAREER ROADMAP10. Attendance in Staff Meetings: For effective development to take place, attendance at such meetingsmust occur. Such exposure will give you greater knowledge and perspective of the role.11. Serving as an Instructor, Conference Leader, or Trainer: One of the most valuable ways to obtainknowledge, broaden one’s scope, and clarify one’s thinking is to teach others. Such training responsibilityputs you in touch with many new operations, processes, and problems.12. Help from Specialists in the Organization: Find opportunities to speak with knowledge expertswhen additional information is needed.13. Studying materials, books, and other materials: Seek out information to learn more about asubject.14. Formal Education: Pursuing formal education is also an excellent method if time and resources are notconstraints. 2007 The Ginac Group, Inc.17

DEVELOP A CAREER ROADMAPTHE CAREER ROADMAPA Career Roadmap covers a wide range of important professional development activities, which are requiredfor a specific job role. The Career Roadmap provides a suggested sequence of training events identified to helpyou perform your current job function or new job role. The Roadmap provides a way for you to determinewhich skills need to be mastered in order to improve performance or simply get prepared.Each Roadmap is unique, based on your experience to date, and by what is needed in order to fulfill the minimumrequirements of your specific job role. Not all professionals have the right experience to transition to a new job,receive a promotion, or change industries. This is why a thorough Roadmap is based on the level of proficiencyestablished for the job role and the outcome of the competencies assessment.Typically, a Roadmap attempts to: Provide an analysis-based list of job-relevant training, based on your needs. Augment your knowledge, skills, and abilities. Organize information into a visual representation that presents a timeline of instruction bydevelopment area.The Roadmap is not meant to be a static document. It is a dynamic tool that should continue to evolve toinclude additional strategies, professional development courses, and experiences. Like learning, the development ofthe Roadmap is a journey that is never done. You will also need to assess whether you still want to remain onthe chosen path as you learn more about it.Implementation of the Roadmap is usually the most difficult step in the process. For each activity on theRoadmap, you need to determine the best development techniques and methods to achieve the desired learning.What works for one learning activity might not work for another activity. For example, signing up for a formalclass on “Presentation Skills” might be the right choice for one learning need, but might not work for “CompetitiveAnalysis.” A better strategy to acquire skills in doing competitive analysis might be to job shadow someone, or totake on a few volunteer projects with the guidance of a mentor.In a world where people want instant gratification, many people abandon the career transition process becausethey believe it is too much effort or that they will not have a successful outcome. It is easy to get caught up in theday-to-day requirements of life, put our feelings aside, and shelve reinvention for another day. 2007 The Ginac Group, Inc.18

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Develop pricing strategies, balancing firm objectives and customer satisfaction. No Presence Identify, develop, and evaluate marketing strategy, based on knowledge of establishment ob-jectives, market characteristics, and cost and markup. No Presence Evaluate the financial aspects of product development, such as budgets, expenditures, re-