Wednesday 29 January 2014

How to identify your vocation?

The notion of a vocation is one that the career scholars have been thinking a lot about over the past decade. Dik and Duffy, who seem to be the academic leading lights on this topic, have recently published a paper summarising what we have found out and what is yet to come.

From a practitioners perspective, there is a huge gap in the research. It’s all very well knowing how marvellous it is for individuals who have found their vocation (and the list of benefits is huge - not only job satisfaction, but life satisfaction, better health and a whole host of others), but what we’re really interested in is how can we help clients to find theirs. The literature seems pretty sketchy on this point, but there are a few ideas put forward which we might be able to work with.

First it could be helpful for clients to simply know a bit about what it is. It might be useful for a client to know that one's vocation can be measure on a continuum - it's not something that you either have or don't have, but something that you can have a bit of, or a bit more of. It might seem a bit unrealistic for some clients to think that they ought to find their whole life purpose in their job, but moving a degree or two towards a vocation could feel a bit more achievable and could have some real benefits.

It could also be useful for clients to understand the three key elements of a vocation: First for it to be a calling, there must be a caller. Traditionally, this has often been conceptualised as a spiritual thing, but the caller could be anything - one's country, community, a group of people or a sense of destiny. Second for it to be a vocation, the purpose of your work needs to be very similar to you life purpose - so that the values driving the work-you, are the same as those driving the whole-you. And third there needs to be some pro-social element to the role - you need to feel that you are doing some good in some way - whether that is working with the vulnerable and needy, or providing bigger dividends to shareholders. 

Leading on from that last point, I think it's useful to remember that vocations don't need to be carey-sharey doing-good roles. Around a third of us have feel that we have a vocational orientation to our jobs, and this is pretty consistent for all occupations (surprisingly perhaps). I did hear one lovely story that illustrates this nicely. The cleaner at Nasa was asked what he did for a living, and his reply was 'I put people on the moon'.

So finally, just a few thoughts to bear in mind in discussions with clients. Duffy and Dik suggest that we should encourage clients to develop openness in new directions, to actively explore their interests, values and skills and think about how these match with potential jobs. Discussions around how jobs could connect with some kind of pro-social orientation could be fruitful - either thinking about what other jobs could have a pro-social orientation that chimes with their values, or thinking about ways to make their current jobs more socially orientated.

But there are still big gaps in our understanding of how interventions can help us identify our vocations. If anyone fancies doing a research project, do let me know!



Duffy, R.D. and Dik, B.J. (2013) Research on calling: what have we learned and where are we going? Journal of Vocational Behavior 83 428 – 436

Saturday 25 January 2014

How to be more successful at work

I've just been reading a paper that describes a meta-analysis of studies that examine the factors that make us successful at work. Of course the whole notion of what 'success' looks like in career terms is up for debate (one to return to another day), but for the purpose of this article, the researchers were looking at the factors that predict salary and promotion.

The first thing I found interesting was that there are apparently two identified ways to promotion in the work place. The first is known as 'contest mobility' which is promotion based on merit. Promotion is based on an open contest, and the most suitable person gets the job. The second is 'sponsorship mobility'; which refers to the idea that the person who gets promoted is the one who has been chosen by the organisation as a high flier. Early in your time in any organisation, the senior managers make a decision about whether you are the kind of person they want to promote. If you are the chosen one then you are likely to get the promotion regardless of whether you are actually the most deserving.

Contest mobility is (thankfully) the more common reason for people to get a promotion or pay rise, but I was interested to see that as well as leading to higher chances of promotion, being sponsored by your organisation is also a really clear predictor of job satisfaction. It seems that the feeling that your managers rate you and want to help you in your career makes you feel good about work, over and above its impact on objective factors such as promotion and pay.

In terms of top tips for clients (and indeed ourselves) looking to climb the corporate ladder, the strongest predictors of salary are:
1. Your IQ
2. Your education level
3. Your political knowledge and skills

And the factors most likely to lead to a promotion are:
1. The amount of training you get access to (strongly linked to the organisational sponsorship idea)
2. Your social capital
3. The hours that you work (the more the better).

The notion of organisational sponsorship is a good one to share with clients, as it seems that putting in a super human effort in the early stages of your time in an organisation to try and make the right impression, pushing for training opportunities and working long hours are likely to pay off.

Ng, T.W.H., Eby, L.T., Sorensen, K.L. and Feldman, D.C. (2005) Predictors of objective and subjective career success: a meta-analysis Personnel Psychology  58 367 - 408