Career Assessment and Counselling

There are three categories where formal career assessments are necessary and appropriate; some statistics to consider:

  • The EMPLOYED: 21% of the workforce is Fully Engaged
  • The UNDEREMPLOYED: 71% of Workforce Somewhat Engaged
  • The UNEMPLOYED: 8% of Workforce is Totally Disengaged and Actively Searching

Career assessments designed to help individuals understand how a variety of personal attributes (i.e., competencies, skills, interests, values, preferences, motivations, aptitudes and skills), impact their potential success and satisfaction with different career options and work environments. Given almost 80% of the workforce is less than engaged, there has never been a more critical time for fast, validated, reliable, competency-based career assessment and guidance services.

Assessments of some or all of these attributes are often used by individuals or organizations, such as HR professionals, university career service centres, outplacement companies and guidance counselors to help individuals make more informed career decisions.

For many people, their job/career is a significant part of their identity, which contributes to their self-esteem and can either inhibit or accelerate their personal and financial goals. Why leave that to chance?

When used as a career assessment and guidance tool, The Adventis Profile Assessment (APA) is fast, accurate and a critical element of the career selection process. Statistically proven to be 87% accurate and >95% reliable in predicting how successful a specific person will be in a specific job on a consistent day-to-day basis, however our clients disagree. Clients consistently tell us that the APA is more than 97% accurate 100% of the time. Clients tell us the 10 – 15 minutes it takes to compete The Adventis Profile Assessment (APA) online is time well spent. Career guidance professionals can now use The Adventis Profile Assessment (APA) as a catalyst to assist clients to quickly realize their career goals. With one tool, they can assess clients against 1,200+ jobs and begin the counselling process immediately. While statistical validity and reliability are important, one might argue that face validity may be even more important. Face validity and reliability is how valid and reliable a client deems the assessment to be and is a measure of how well users agree that that tool is measuring what it purports to measure.

Using The Adventis Profile Assessment (APA) For Succession Planning.

The aim of Strategic Succession Management should be to develop next generation leadership talent by creating a process through which the organization is intentional about its efforts and timelines. The emphasis is on building a broad spectrum of capability in the management ranks so that the availability of internal talent will not be a limiting factor to the organization’s strategic direction. At Adventis, succession planning and management is considered to be a strategic imperative; one that is most effective and efficient when an organization understands the Value Chain between them and their customers/clients. In short, before you can identify the people that you need to include in a succession planning exercise, you first have to identify roles that are critical to your success.

Some organizations are surprised to find that the real Value Chain, that directs line of sight between business and customers, may be somewhat different than they originally thought. Succession Planning and Management usually includes a subset of leadership and management and due to its highly sensitive nature, the administration of succession planning and management systems is seen and used by a select few.

Frankly stated, succession is one of the few business challenges that every company in the world is bound to face. Unfortunately, it’s also a process that is usually neglected until the last minute resulting in astronomical failure rates and political behavior. To cope with the difficulties, expectations and emotions of what can be a touchy subject, businesses must proactively plan for succession. Within the ranks of the existing senior leadership team, it is important to openly discuss the details of the process and utilize tools which simplify the situation.

Recruitment and succession planning go hand-in-hand and should be undertaken with an integrated approach to ensure an organization is effectively improving its bench strength by developing internal talent balanced by bringing in new talent. When considering an integrated approach, three main issues come to light: i) the ratio of internal to external recruitment, ii) job posting versus management promotion, and iii) determining the optimal sources of external talent.

Adventis uses the APA Tool – Organizational Effectiveness and Career Guidance to provide automated, real-time decision support for succession planning. Secure and confidential access to the data ensures the integrity of strategic succession planning and management work remains highly confidential. We suggest being proactive in succession planning & management to avoid the unnecessary pitfalls, exposure, risk and liability that often accompanies poor planning.

Using The Adventis Profile Assessment (APA) For Early Leadership Identification.

Leadership can mean many things to many people. At Adventis, leadership competence is something that an individual can be born with AND it can also be something that can be learned and developed over time.

Leadership is an evolving and dynamic aspect of personal and professional growth and when born qualities meet learning opportunities, individuals can fast-track their leadership competency. When this happens, it energizes the employee; at which time both the employee and their organization obtain significant benefit. The Adventis Profile Assessment (APA) can be used to identify employees that are pre-disposed to managerial and leadership responsibilities.

The APA can be used, much as a Swiss pocket knife, to identify employees that are good candidates for management and leadership roles. When the Adventis Assessment Profile – Organizational Effectiveness capability is used, Employees can be compared to 1,200+ roles within the Master Job Inventory. The comparison is divided into two categories; Job Families and the specific Jobs within each Job Family.

Some illustrated examples of questions the APA can raise and address in identifying the wellness of fit between specific employees and leadership roles can be seen as follows:
How do I better understand my existing work-related competencies so I can leverage and re-purpose them for other jobs for which I am well suited?

For example:
What potential does a specific Market Research Analyst have to excel in the role of a Marketing Manager?

How easy would it be for a specific Clinical Nurse Specialist to successfully transition into the role of Hospital Administrator? What training would be required for that employee to successfully make that transition?

What is the probability of success for a specific IT Team Lead to make the transition to the role of Project Manager?