How Occupation Matches Personal Work Styles and Values - Assignment Example

Abstract The present paper has discussed some of the most salient components related to my career plan and how my career planning process will assist me to transition from the position of a First Sergeant to that of Sergeant Major (SGM) within the next five years of military service. The components discussed in the paper include matching my skills and abilities with the preferred occupation of SGM, matching my personal work styles and values with the position of SGM, establishing the viability of remuneration package and the occupation’s growth outlook, identifying gaps and ways that could be used to address them, as well as identifying the barriers that I am likely to confront in my career journey and their possible solutions. The main findings of this career plan are instrumental in demonstrating that an excellent fit between the demands of a Sergeant Major and my work styles and values can be associated with low turnover, high job satisfaction, and high productivity. The paper has also served to match my desired occupation with my work styles and values. The results demonstrate that I stand a chance to become a Sergeant Major in the short-to-middle term if I work on the gaps identified and address the barriers noted. Introduction Career planning and development has been identified as a lifelong process that attempts to focus on making choices with the view to assisting professionals to manage their work and personal life (Webb, Repetto, Seabrooks-Blackmore, Patterson, & Alderfer, 2014). Available literature demonstrates that career planning can assist professionals to prepare to enter the workforce, plan for education, and deal with shifting workplace demands (Lent, 2013). An effective career plan, according to these authors, can also assist people to anticipate trends or changes within the work environment, upgrade or maintain their skills, and plan for career advancement. The present paper uses a number of sites (e.g., LiveCareer, O*NET OnLine, and Army Study Guide) to discuss important components of a career plan for a position of Sergeant Major (SGM) in the United States military. Occupations matching Personal Skills and Tasks Interest Although the occupation of SGM is not described in the O*NET OnLine website, some of the occupations that match my personal skills and are described in the website include psychiatrists, mediators and conciliators, chief executives, police supervisors, human resource managers, and sheriffs. Most of these occupations employ the skills of coordination, persuasion, negotiation, active listening, critical thinking, teamwork, and leadership. Available literature demonstrates that each individual has unique skills that influence the capability to perform different life roles, and that these skills need to be factored into career choices to achieve an effective career planning framework (Webb et al., 2014). Consequently, the tasks involved in most of the mentioned occupations interest me as I have the capacity to use my unique set of skills (e.g., leadership, adaptability, innovativeness, persuasion and active listening) to complete them successfully. Skills and Abilities for the Occupation Research is consistent that the “human agency includes the capacities to engage in forethought, intentional action, self-regulation, and self-reflection, all of which make it possible for one to envision, forge, pursue, and adjust career and other personal plans” (Lent, 2013, p. 6). Another stream of research demonstrates that people enjoy their careers if they have the right mix of skills and abilities to be successful in their jobs (Duffy & Sedlacek, 2007; Werner & DeSimone, 2011). Some of my most important skills that correspond to those needed in the SGM occupation include broad experience in the military (19 years), leadership skills, rapid knowledge acquisition, active listening, critical thinking, persuasion, coordination, negotiation, adaptability, and innovativeness. My transferrable skills that fit into the SGM’s job requirements include discipline, teamwork, integrity, determination, loyalty, commitment, and strong work ethic. According to two websites dedicated to the dissemination of military information, the most important skills needed for the SGM’s occupation include experience, wisdom, leadership, persuasion, and coordination in collective training (Duties of an NCO, 2015; Military, 2015). A number of my abilities fit into the job requirements for the SGM’s occupation. For example, I possess the ability to train and lead junior staff, communicate effectively, as well as discern a situation and offer the right kind of advice or direction to soldiers. I also possess the ability to motivate others, navigate ambiguity, take well calculated risks, and make critical decisions under pressure. The websites consulted demonstrate that non-commissioned officers such as SGM’s must have the ability to advise junior staff, communicate with authority and respect, and undertake policies and standards of the performance, training, appearance and conduct of enlisted personnel (Duties of an NCO, 2015; Military, 2015). How Occupation Matches Personal Work Styles and Values Matching a particular occupation with a person’s work styles and values is an important component of the career planning process as people are known to “explore good-fitting work options to conceive or confirm career plans” (Lent, 2013, p. 6). Research is also consistent that a fundamental component of career advancement relates to how well employees feel they fit into their employing organizations, or how an employee’s beliefs, perceptions, and personality fit into the culture of the organization (Giscombe, 2008). My high score on the persuasive scale demonstrates that I can be successful in a work environment that involves influencing, advising, counseling, guiding, motivating or directing the activities of other members. An SGM in the U.S. military is normally tasked with the responsibilities of advising, counseling, and motivating junior military personnel within his or her platoon, thus the match (Duties of an NCO, 2015; Military, 2015). However, the occupation requires masters-level education and other accreditations as dictated by the U.S. military (e.g., accreditations to hold a nominative position as a Command Sergeant Major for a General). Many military positions are also assuming a dynamic nature due to increasingly changing work environments (Kuijpers, Schyns, & Scheerens, 2006). In his study, Hirschi (2010) argues that professionals are interested in particular occupations due to a match between these jobs and their intrinsic as well as extrinsic values. This author further posits that “extrinsic work values refer to values regarding the outcome or external factors of work, whereas intrinsic work values refer to the actual content of work” (p. 4). I am generally interested in intrinsic values that promote higher achievement, such as challenge, competition, excellence, knowledge, using own abilities, and work masterly. I am also interested in several extrinsic values, including leadership, status, recognition, and respect. The SGM occupation matches my intrinsic values because it requires holders of the position to assume a more adaptive advancement of learning and motivational processes. It also stresses “loyalty, duty, respect, selfless service, honor, integrity and personal courage” (Army Leadership – Character, n.d., p. 18). However, I need to strengthen my leadership skills to become a Battalion and Brigade Command Sergeant and also to increase my potential of holding a nominative position for a General in the future. Indeed, I am obliged to develop and reinforce my capacity to lead others, extend influence beyond chain of command, lead by example, communicate effectively, and create a positive environment (Introduction to Army Leadership, n.d.; Van Velsor, Criswell, Puryear, & Hollenbeck, 2011). Remuneration and Growth Outlook of the Occupation The salary range for a Command Sergeant Major is between $4,708.80 per month for those who have at least 10 years in service and $5,523.60 per month for those with more than 20 years in service. The salary increases with experience as those with over 30 years in service are entitled to a salary of $6,630.60 per month (Parker, 2015). The U.S. Sergeant Majors get between $88, 200 to $93,395 annually. With over 19 years of experience in the military, I am convinced that the salary is sufficient to cover my requirements such as education expenses, family obligations, retirement schemes, and leisure. The occupation’s growth outlook can be termed as promising due to the numerous global engagements occasioned by external environmental factors such as increased terrorism activities and continued instability in the Middle East (Wong, Bliese, & McGurk, 2003). However, although there has been an increased need to recruit more Command Sergeant Majors and SGMs to lead platoons and create companies for deployment in these engagements, it is difficult to transition from First Sergeant (1SG) to SGM without the necessary qualifications and experience. Steps to Address Gaps I intend to further my studies, develop my leadership skills through mentorship, and receive other accreditations to close the gaps already identified. Another way I could use to address the gaps is to adopt a construct known as life preparedness. Lent (2013) uses the conception to mean “a healthy state of vigilance regarding threats to one’s career well-being as well as alertness to resources and opportunities on which one can capitalize” (p. 7). When used effectively, life preparedness may assist professionals to prepare for possible career-related setbacks, take advantage of arising career opportunities, and respond more favorably to uncertain outcomes. In terms of realistic time frames, I intend to adopt the life preparedness paradigm within the first year to assist me to respond more favorably to the ever shifting work environment. I will achieve a master’s-level education in management and leadership within the next two years in order to strengthen my leadership skills. Additionally, I will attend the United States Army Sergeant Majors Academy to achieve the required accreditation to become a Battalion and Brigade Command Sergeant Major within the next four years. This is in line with my career plan of becoming a SGM within the next five years of military service. Lastly, I intend to hold a nominative position as a Command Sergeant Major for a General within the next seven years of military service. Barriers and Possible Solutions It is documented that “resource limitations and financial pressures may render the notion of careful career planning as less salient for many persons than is the perceived need merely to get a job – and quickly” (Lent, 2013, p.7). As such, some of the barriers that are likely to hinder my career plan include time constraints, family obligations, lack of opportunities for career progression, and minimal provision of training and education programs within the military. I plan to overcome these barriers by assuming responsibility for my career planning and progression. Research shows that, “while employers need to provide more opportunities for development, it is also important that employees take responsibility for their own career planning” (Cook, 2006, p. 32). At a personal level, I will address the time barrier by scheduling my activities and ensuring that my free time is used productively in line with my career plan. The barrier on family obligations will be addressed by ensuring work-life balance. I intend to overcome the barrier on lack of career progression by talking to my seniors (mentors) about what I need to do to develop and internalize the skills needed in the domain of SGM (Robinson, 2008). I also intend to keep an open mind about new ways of working and make use of informal mentoring skills with the view to increasing the amount of professional support. The barrier on minimal provision of training and education programs will be addressed by enrolling in formal institutions of higher learning. For example, I have already enrolled in such an institution for my Masters Degree in Management and Leadership. Conclusion This paper has discussed some of the salient components related to my career plan and how I intend to transition from First Sergeant to Sergeant Major within the next five years of military service. The main findings of this career plan serve to demonstrate that a good fit between an occupation’s demands and the employee’s work styles and values can be positively associated with low turnover, high job satisfaction, and high productivity. The paper has also served to match my desired occupation with my work styles and values. The results demonstrate that I stand a chance to become a Sergeant Major in the next five years of military service if I work on the gaps (e.g., inadequate leaderships skills, shifting work environment, and lack of accreditations) identified and address the barriers noted (e.g., time constraints, family obligations, lack of career progression, and minimal provision of training and education programs). References Army leadership – Character. (n.d.). Retrieved from https://www.uakron.edu/armyrotc/MS1/23.pdf Cook, P. (2006). Breaking the barriers to career progression. Engineering Management, 16(2), 31-33. Duffy, R.D., & Sedlacek, W.E. (2007). What is most important to students’ long-term career choices? Analyzing 10-year trends and group differences. Journal of Career Development, 34(2), 149-163. Duties of an NCO. (2015). Retrieved from http://www.armystudyguide.com/content/army_board_study_guide_topics/nco_duties/duties-of-an-nco.shtml Giscombe, K. (2008). Career advancement in corporate Canada: A focus on visible minorities – workplace fit and stereotyping. Retrieved from http://www.rbc.com/diversity/docs/workplace_fit_and_stereotyping.pdf Hirschi, A. (2010). Positive adolescent career development: The role of intrinsic and extrinsic values. Career Development Quarterly, 58(3), 276-287. Introduction to army leadership. (n.d.). Retrieved from http://www.mc.edu/rotc/files/4913/1471/5875/MSL_101_Leadership_Sect_01_Intro_to_Army_Leadership.pdf Kuijpers, M.A.C.T., Schyns, B., & Scheerens, J. (2006). Career competencies for career success. Career Development Quarterly, 55(4), 168-178. Lent, R.W. (2013). Career-life preparedness: Revisiting career planning and adjustment in the new workplace. Career Development Quarterly, 61(1), 2-14. Military. (2015). Retrieved from http://www.globalsecurity.org/military/library/policy/army/fm/7-21-13/chap3.htm Parker, M. (2015). Pay scale for a command sergeant major. Retrieved from http://work.chron.com/pay-scale-command-sergeant-major-5752.html Robinson, F. (2008). Survey reveals barriers to professional development. Practice Nurse, 35(8), 12-13. Van Velsor, E., Criswell, C., Puryear, K., & Hollenbeck, N. (2011). Learning leadership in the military: Key developmental events & lessons from senior officers. Retrieved from http://insights.ccl.org/wp-content/uploads/2015/04/LearningLeadershipMilitary.pdf Webb, K., Repetto, J., Seabrooks-Blackmore, J., Patterson, K.B., & Alderfer, K. (2014). Career development: Preparation, integration, and collaboration. Journal of Vocational Rehabilitation, 40(3), 231-238. Werner, J.M., & DeSimone, R.L. (2011). Human resource development (6th ed.). Mason, OH: Thomson South-Western. Wong, L., Bliese, P., & McGurk, D. (2003). Military leadership: A context specific review. Retrieved from http://cadet.org/cms/lib6/CA03001308/Centricity/Domain/133/Military%20Leadership_%20A%20Context%20Specific%20Review.pdf Read More