Professional Career Consultant
(Career Consulting)

Introduction to the basics of career counseling as a process of supporting clients in making decisions regarding their professional activities.

1.1. Future profession - career consultant./p>

About the role of a career consultant as a specialist who helps people plan and develop their career paths.

1.2. Prospects for the development of the career consultant profession in Ukraine and the world.

Research on the prospects for the development of the career consultant profession in Ukraine and the world from the list of global changes in the labor market.

1.3. Legal foundations of professional and personal counseling.

Legal aspects that regulate professional and personal counseling in Ukraine, and their connection with practice.

1.4. Compatibility of professions. coaching, consulting, HR, professional orientation.

How career counseling is related to coaching, consulting, HR and professional orientation, and determining their differences.

1.5. Potential and resources of a career counselor.

Assessment of the potential and resources necessary for the effective work of a career counselor, including knowledge, skills and competencies.

1.6. Formula for building a career in consulting (multiplication by zero).

Gall's law, the formula "multiplication by zero" as a concept that demonstrates the importance of all components for successful career development.

2.1. Schools and approaches to career counseling, their features.

Participants will get acquainted with the main schools and approaches to career counseling and understand their features and application.

2.2. Programs of projects of the European Council "Professional guidance throughout life".

3.1. Vectors of career counselor activity from individual to organizational.

• Individual consultations. job stability, career growth, reprofiling by profession.
• Work with the development of competencies. one-time, systematic work on the development of client competencies.
• Group consultations. individual, systemic, team.

3.2. Organizational consultations. line personnel, middle management, leadership.

4.1. Career development strategies.

• Workplace development, how to help clients develop in their current workplace.
• Horizontal career development.
• Vertical career development.
• Changes in the profession, how to help clients adapt to changes in the profession.
• Transformations of the profession, how to accompany clients during the transformation of their profession.
• Changing the work environment, consultation techniques regarding changes in the work environment.

4.2. Models and techniques used in career counseling.

4.3. Questions in counseling. Construction and structure of questions and sentences during counseling.

4.4. Time. Time allocation and planning of support.

4.5. Structure of a counseling session.

5.1. Study of the client's profile.

5.2. Diagnostics of the value and motivational sphere of the personality.

5.3. Identification and systematization of the client's experience and potential.

5.4. Determination of professional goals of the opportunity.

5.5. Socratic model and conscious choice.

5.6. Client's maturity level.

5.7. Age crises, the impact of age crises on clients' career decisions.

5.8. Gender differences and their impact on career development.

5.9. Communication style matrix.

5.10. Diagnostics of communication abilities and teamwork skills. Myers-Briggs test.

5.11. Audit of skills development. Diagnostics of personal qualities.

5.12. Internal/external reference.

5.13. Balance and its use in planning work with a client.

5.14. Profile description. Forms, templates.

6.1. Requests. Types of requests. Processing requests.

6.2. External or internal request - work with internal motivation.

6.3. Motivation. Motivation formula. resources * motivation = result (Vroom's formula).

6.4. Determining the client's role during sessions. player, outsider, spectator. How to transfer the client to the role of conscious choice.

7.1. Consultant ethics.

7.2. Principles of interaction and environmental friendliness.

7.3. Career counseling styles.

7.4. Adapting the consulting style to the client.

7.5. Consultant competencies.

7.6. Competence - ZVN and specialization, how knowledge, skills and abilities (ZVN) affect the specialization of the consultant.

8.1. Typology of communication according to the DISC model.

8.2. Continuum of attention in communication.

8.3. Directive and non-directive approach in consulting.

8.4. 4 levels of communication according to Otto Scharmer's theory.

8.5. Development of partner communication skills in career counseling.

8.6. 7 stages of active listening for effective interaction.

8.7. Conflict and persistence.

9.1. Assessment of emotional potential. How to assess the emotional and mental potential of clients and your own.

9.2. Types, levels and tools for managing emotional states.

9.3. Enneagram - a personality reading technique aimed at developing skills for influencing the personality.

9.4. Events and reactions.

9.5. Modeling repeated scenarios.

10.1. Development self-analysis map for assessing one's own competence.

10.2. Systematic improvement of competencies.

10.3. Consultant viability in professional activities.

10.4. Own boundaries.

10.5. Burnout, causes of burnout and methods of its prevention.

10.6. Perfectionism and analysis of the impact of perfectionism on the work of a consultant.

10.7. Identity, how to define your professional identity as a career consultant.

Problems of labor market discrimination and methods of working with them in career counseling.

11.1. Ageism.

11.2. Generational theory.

11.3. Sexism.

11.4. Age of candidates.

11.5. Gender inequality.

12.1. Definition of career guidance according to international standards.

Career guidance as a continuous process that includes information, assessment of competences and development of career management skills, as in the EU Council Resolution and C11 IAEVG.

12.2. The role of the counsellor in supporting career transitions.

How career counsellors help clients adapt to multiple career transitions (education-work, retraining), according to point 3 of the EU Council Resolution.

12.3. Social and intercultural sensitivity.

Principles of social and intercultural sensitivity (C9 IAEVG) for effective work with different population groups.

12.4. Overview of labour market and education trends.

Basic knowledge of current trends in education, vocational training and the labour market (C8 IAEVG) for informing clients.

12.5. Principles of accessibility of advisory services.

How to ensure accessibility of advisory services for all population groups, including different categories, in accordance with Priority Area 2 of the EU Council Resolution.

12.1. Definition of career guidance according to international standards.

Career guidance as a continuous process that includes information, assessment of competences and development of career management skills, as in the EU Council Resolution and C11 IAEVG.

12.2. The role of the counsellor in supporting career transitions.

How career counsellors help clients adapt to multiple career transitions (education-work, retraining), according to point 3 of the EU Council Resolution.

12.3. Social and intercultural sensitivity.

Principles of social and intercultural sensitivity (C9 IAEVG) for effective work with different population groups.

12.4. Overview of labour market and education trends.

Basic knowledge of current trends in education, vocational training and the labour market (C8 IAEVG) for informing clients.

12.5. Principles of accessibility of advisory services.

How to ensure accessibility of advisory services for all population groups, including different categories, in accordance with Priority Area 2 of the EU Council Resolution.

- The concept of competence in organizations. hard skills, soft skills, behavioral indicators.

- Competency assessment scale (according to international standards, e.g. EQF – European Qualifications Framework).

- Formation of an employee's competence profile. connection with the goals of the organization.

- Description of effective behavior. how competencies affect the employee's experience and work results.

Practice.

- Analysis of working employees and creation of a competency profile for a specific position.

International context (CEDefop).

- Orientation to continuous development of competencies (Lifelong Learning) as a basis for career growth.

- Goal setting. alignment of personal goals of employees with the goals of the organization.

- Tools. Dielz Pyramid for goal analysis, SMART model.

- Creating a motivating atmosphere. supporting initiative and involvement.

- The "5 steps to the goal" methodology for career planning in the organization.

Practice.

- Developing a career plan for employees for 1-3 years within the framework of the corporate strategy.

International context.

- Using the principles of accessibility and partnership (CEDefop) to create inclusive career plans.

- Fundamentals and principles of internal career counseling. methods, tools, ethics.

- Types of environments in the organization. supportive, developmental, restrictive, neutral.

- Working with fears of employees and consultants (the "Gremlin" methodology).

- Energy management. how to maintain productivity in the team.

Practice.

- Simulation of a counseling session with an analysis of an employee's career barriers.

International context.

- Integration of quality standards for counseling (e.g. IAEVG - International Association for Educational and Vocational Guidance).

- Developmental task matrix. how to program employees' development needs.

- CREDO model (Context, Resources, Exploration, Decision, Result) for assessing progress.

- QUEST model (Questioning, Understanding, Exploring, Strategizing, Transition) for development planning.

- SCORE model (Symptoms, Causes, Outcomes, Resources, Effects) for resolving career crises.

Practice.

- Development of a competency development plan for employees using this model.

International context.

- Orientation to flexibility and adaptability of development programs (Lifelong Guidance Systems).

- Diagnosis of employee career goals. a methodology for collecting inquiries.

- The "Career Cube" model. horizontal, vertical and functional development vectors.

- Intra-organizational trajectories. promotion, rotation, retraining.

- Career crises. how to identify and overcome (with examples from practice).

Practice.

- Creating a career path map for an employee, taking into account his position and the entire company.

International context.

- Using approaches to continuous career support (CEDefop).

- Individual Development Plans (IDPs). structure, implementation, monitoring.

- Labor market strategy. analysis of internal vacancies and company needs.

- Financial planning. estimation of training and development costs.

- Creating an employee's professional portfolio. resume, cases, achievements.

- Career negotiations. how to align expectations with management.

Practice.

- Developing an IDP for an employee and simulating negotiations with a manager about promotion.

International context.

- Implementing standards for assessing competencies and outcomes (EQF, Cedefop).

Organizational Maturity Levels: Impact on Career Development.

- Employee Life Cycle and Logical Pyramid of Employee Development.

- Career Types: Linear, Vertical, Hybrid.

- Diagnosis of Organizational Readiness for Career Development Projects (Diagnostic Algorithm, 7C Model).

- Career Indicators: Expectations of Promotion and Demotivation Factors ("Demotivation Ladder").

Practice.

- Conducting an Organizational Diagnosis and Preparing a Report on Readiness for Career Counseling.

International context (CEDefop).

- Orientation to a Systemic Approach to Assessing Personnel Development Needs.

- Objectives of Organizational Career Counseling in Projects.

- Planning a consulting project: stages, resources, interaction with the team.

- Management functions in the facility: the role of a career consultant.

- Consultant work map: criteria for selecting key employees.

- Teaching contracts with customers: a contract model.

Practice.

- Developing a career development consulting project plan for an organization.

International context.

- Using project management quality standards (PMBOK, adapted to Lifelong Guidance).

- Organizational career consulting tools: coaching, mentoring, competency assessment.

- The "Create a Win" model for building mutually beneficial development programs.

- Consultant ethics: balancing customer requirements and professional standards (IAEVG).

- Peter Senge's system model for analyzing organizational processes.

Practice.

- Creating a toolkit for the project (e.g. a competency assessment checklist).

International context.

- Integrating accessibility and ethics principles (CEDefop, IAEVG).

- Implementing career growth values ​​into the corporate culture.

- Motivating leaders: internal PR tools to support projects.

- Working with managers: possible four squares and the boundary expansion model.

- Mentoring models for staff development.

Practice.

- Developing a plan to implement a career growth culture in the organization.

International context.

- Supporting continuous learning through the organization's culture (Lifelong Guidance).

- Change Management according to the Kotter Model: 8 Steps of Transformation.

- Coaching Management: Leadership in a Coaching Style for Project Teams.

- Conflict Coaching: The Glasgow Model for Problem Solving.

- Maintaining a Positive Effect after Project Completion.

Practice.

- Simulation of Change Management in a Career Development Project.

International context.

- Adapting Change to the Principles of Flexibility and Resilience (CEDefop).

- The Team as a Whole: Key Steps in Counseling.

- Careers of Project Groups: Developing Competencies in Temporary Structures.

- Integrating Team Goals with the Overall Strategy of the Organization.

- Evaluating Project Results: Metrics for Success.

Practice.

- Developing a career guidance program for a project team.

International context.

- Ensuring inclusiveness and cooperation in team guidance (Lifelong Guidance).

- Outplacement: principles and support groups for employees leaving the organization.

- Developing an outplacement program: stages (diagnosis, planning, support).

- Outplacement tools: resume, networking, interview preparation, job analysis.

- Ethics and empathy in outplacement: working with the emotional state of employees.

- Integrating outplacement into larger change management projects.

Practice.

- Creating an outplacement program for a group of employees within a consulting project.

International context.

- Ensuring continuity of career development after leaving the organization (CEDefop).

- Maintaining ethical standards during transitions (IAEVG).