Career assessment

Career assessments are tools that are designed to help individuals understand how a variety of personal attributes (ie, interests, values, preferences, motivations, aptitudes and skills) affect their potential success and satisfaction with different career options. (Whiston and Rahardja, 2005). Assessments of some or all of these attributes are often used as career centers, career counselors , outplacement companies, corporate human resources staff, executive coaches, vocational rehabilitation counselors ,

In part, the popularity for this tool is due to the National Defense Education Act of 1958, which funded career guidance in schools. [1] Focus was put on tools that would help high school students determine which subjects they may want to focus on. Since 1958, career assessment tool options have been exploited.

Types of career assessments

Career assessments come in many forms and vary along several dimensions. The individual assessments of a person’s personality are based on the personality of the individual. Some common points of variance are:

  • Methodology – some assessments are quantitative in nature and precisely measure key attributes believed to influence an individuals potential success and satisfaction with a career. Others are qualitative exercises designed to help individuals clarify their goals and preferences.
  • Measured attributes – assessments vary with regard to the specific personality attributes measured. Some assessments focus on an individual’s interests and skills , while others focus on skills or values. More robust assessments use key development indicators (kdis) That define measurements for specific kinds of careers and match individual career aspirations with the needs of companies. [2]
  • Validity – many assessments, especially those offered on the internet, lack evidence for “validity,” which is the degree to which interpretation of the results of the assessment or decisions made from the results are useful. Typical evidence of validity is verified empirically. Users should evaluate any psychometric tests when assessing whether to give a particular purpose, and how much weight to give to the results. When the validity of the assessment for its intended purpose can not be assessed, the results should be interpreted with appropriate caution.
  • Target customer profile – Some assessments, such as the Strong Interest Inventory , the Myers Briggs Type Indicator , Careerscope and Traitify are designed to serve broad markets (ie, virtually any individual choosing a vocational program or Career Clusters , The American Psychological Association, the American Psychological Association, the American Psychological Association, and the American Psychological Association. ‘S ethics code [3] is the psychologist who uses the tests to explain the limitations of the tests to their clients.
  • Career assessment interview with a psychologist who is trained in career counseling and career counseling. The National Career Development Association [1] (NCDA). Within the United States, this national body awards the designation, “Master Career Counselor” (MCC) to specially qualified career counselors.

Benefits

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Career assessments are designed to discover the skills, aptitudes and talents of candidates. A self-assessment can be a useful tool in assessing the areas in which a candidate has strengths and limitations. The results can be useful in helping candidates to choose a career with their goals and talents. (Prince et al., 2003). In this paper, we present the results of the study.

Data as to how often people change careers are unavailable when there is a considerable mythology about it, no systematic studies have been undertaken. [4] However, many people change careers more than once. Some things are not long viable (to wit, buggy whip makers are no longer in high demand). Or because they mature their lifespan their interests evolve. The biggest benefit of career development, therefore, is to make the best decisions to grow both personally and professionally.

To make an assessment of their skills, candidates can pursue a career as a candidate or as a candidate in the Strong Interest Inventory or the Campbell Interest and Skill Inventory . [5] Alternatively, they can conduct a self-assessment; They can use the plethora of career books designed to help with this task. In fact, there are a myriad of helpful books, the most famous of which is, Richard Bolles, “What Color is Your Parachute.” In addition, they may seek expert help from career counselors, career coaches or, when warranted, psychologists or other mental health professionals. These professionals use a variety of techniques to determine the talents of candidates. Also, career counselors,

Psychoanalytically-Informed Career Assessment

People who are unhappy in their work-life may be uncertain as to where to turn for help. [6] They may have career counselors or career coaches or read self-help books. [7]

Individuals may be stymied in their careers not only because they lacked career development and job hunting skills but also because they were driven by unconscious factors outside their awareness. [8]

Psychoanalytically-Informed Career Assessment developed in 2000 by Dr. Lynn Friedman, to understand the unconscious factors that create conflicts and identify ways to resolve these conflicts. [7]

Focus on individuals who seek career counseling, but end up undermining the process, [8] Psychoanalytically-Informed Career Assessment explores whether the conflicts in their careers or career counseling sessions are repeated elsewhere in their lives, for example in school, or with their parents. [9]

Interventions for these individuals may include one or more of the following: career counseling, psychotherapy or psychoanalysis. [8]

Drawbacks

Career assessment, in the form of tests and other structured and unstructured tools, can be very useful for those who are uncertain about the array of career possibilities. However, there are some drawbacks to each. At best, the results of individual career assessments provide targeted information that may not address a particular individual’s needs. In addition, some of the best individual assessment tools require the help of a qualified professional to ensure the results are interpreted correctly and usefully.

Also, many of the tests are based on the person’s view of himself or herself. If someone is not self-aware, the results may not be accurate. [10] Many times they do not take into account that people have natural blind spots. The test is only as good as its users and their own strengths and weaknesses.

See also

  • Career
  • Career development
  • Holland Codes
  • 16PF
  • Myers-Briggs Type Indicator
  • Occupational Outlook Handbook
  • Personality psychology
  • Standard Occupational Classification System
  • Enneagram of Personality
  • Careerscope

References

  1. Jump up^ Kapes, JT; Mastie, MM; & Whitfield, EA (1994). A Counselor’s Guide to Career Assessment Instruments . Alexandria, VA: National Career Development Association.
  2. Jump up^ Aubrey, Bob (September 2015). The Measure of Man: Leading Human Development . McGraw Hill Education.
  3. Jump up^ http://www.apa.org/ethics/code/index.aspx
  4. Jump up^ online.wsj.com/article/SB10001424052748704206804575468162805877990.html
  5. Jump up^ Campbell, David (1992). Manual for the Campbell Interest and Skill Inventory . Minneapolis MN 55440: National Computer Systems. pp. i-x.
  6. Jump up^“Archived copy” . Archived from the original on 2015-03-31 . Retrieved 2015-02-09 .
  7. ^ Jump up to:b Friedman, Lynn (2000). “Analyze this: My job, my life and why I’m not thrilled” . Washington Business Journal .
  8. ^ Jump up to:c Friedman, Lynn (2014). “The Psychoanalytically-Informed Career Assessment Model” . National Career Development Association .
  9. Jump up^ Friedman, Lynn (2015). “Understanding the Role of Transference in Career Counseling” . National Career Development Association .
  10. Jump up^ McCarthy.AM; Garavan, TN (1999). “Developing self-awareness in the managerial career development process: the value of 360-degree feedback and the MBTI”. Journal of European Industrial Training . 23 (9): 437-445. Doi : 10.1108 / 03090599910302613 .

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