Enhancing Your Advancement in the 1990s

Abstract

Gives ten pointers for enhancing your career advancement. These suggestions explore traditional areas of promotability but with new, current answers to what to do to get promoted in the 1990s! Topics covered include performance, presence, priorities, problem solving, persuasion, empowerment, participation, presentation, passion and people.

PR career progression – the gap between traditional research and the UK industry's perception

“…Moreover, traditional employability determinants such as “years of experience”, a “relevant qualification” and “gender” ranked towards the bottom of the career advancement factors list. Overall, the sample agreed with previously discussed modern management scholars (Ishida et al , 2002; Morgan, 2002; Matejka and Dunsing, 1993; Keeton, 1996) that in the UK's crowded and insecure market place, social skills are gaining increasingly more importance. Own initiative and continuous personal development appear to be the key intoday's increasingly competitive PR environment; alongside the necessary “soft skills”, such as an ability to work well in a team and to “get on” with a wide variety of people.…”

“…Across management literature (Ishida et al , 2002; Morgan, 2002; Matejka and Dunsing, 1993) there appears to be a general consensus that, while career advancement opportunities and the number of positions available have minimised on the one hand; criteria for professional advancement have tightened on the other. “Experience” is no longer measured in time but in output.…”

“…Arguably, with the exception of the public sector, there are no more guaranteed pay increases, promotions or career paths and most certainly “there is no more such thing like a ‘Job for Life’” (Forsyth, 1998). As a result, traditional factors may have become increasingly replaced by a largely “social skills”‐focused set of competences, such as networking, own initiative and continuous personal development (Ishida et al , 2002; Morgan, 2002; Ball, 1998; Matejka and Dunsing, 1993). Today's employees will increasingly have to take responsibility for their own career development (Holbeche, 1997; Forsyth, 1998; Marken, 2001).…”

“…Management scholars offer a number of different solutions and suggestions to overcome these higher, and stronger career barriers. Morgan (2002) recommends a “career tool bag” with four ingredients, while Matejka and Dunsing (1993) refer to ten critical skills and Ball (1998) emphasises four competences. However, the essential message appears to be almost identical:Top performers will distinguish themselves from their peers and be rewarded with fast‐track opportunities (Morgan, 2002).…”