nge as people move through their careers. While some engineers continued to be rated as high performers throughout their careers, the majority received progressively lower ratings, even though the work they did remained the same in absolute terms. As Dalton and Thompson continued their research it beIn Part One we concentrated on how to build a career that meets your personal aspirations, drivers and values. In this part of the article, we'll concentrate on the other key requirement for effective career development - your organisation's needs.

Identifying your firm's needs

It is clear that most organisations have higher expectations of performance than ever before. Standards are both more important and often less clear. At the same time, the traditional measure of good performance - job promotion - is no longer a viable gauge.

Although professionals are expected to focus on growing within their current roles, rather than on looking for the next promotion, most of us do not have an alternative way of discussing or conceptualising our development in terms of role growth.

One powerful model for achieving this is the Four Stages Model developed by Gene Dalton and Paul Thompson whilst professors at Harvard University. Dalton and Thompson were originally asked to investigate performance at a large electronics firm. This organisation tracked engineers' performance over time. Their data made it clear that expectations of individual performance change as people move through their careers. While some engineers continued to be rated as high performers throughout their careers, the majority received progressively lower ratings, even though the work they did remained the same in absolute terms. As Dalton and Thompson continued their research it bec

It is clear that most organisations have higher expectations of performance than ever before. Standards are both more important and often less clear. At the same time, the traditional measure of good performance - job promotion - is no longer a viable gauge.

Although professionals are expected to focus on growing within their current roles, rather than on looking for the next promotion, most of us do not have an alternative way of discussing or conceptualising our development in terms of role growth.

One powerful model for achieving this is the Four Stages Model developed by Gene Dalton and Paul Thompson whilst professors at Harvard University. Dalton and Thompson were originally asked to investigate performance at a large electronics firm. This organisation tracked engineers' performance over time. Their data made it clear that expectations of individual performance change as people move through their careers. While some engineers continued to be rated as high performers throughout their careers, the majority received progressively lower ratings, even though the work they did remained the same in absolute terms. As Dalton and Thompson continued their research it be

pected to focus on growing within their current roles, rather than on looking for the next promotion, most of us do not have an alternative way of discussing or conceptualising our development in terms of role growth.

One powerful model for achieving this is the Four Stages Model developed by Gene Dalton and Paul Thompson whilst professors at Harvard University. Dalton and Thompson were originally asked to investigate performance at a large electronics firm. This organisation tracked engineers' performance over time. Their data made it clear that expectations of individual performance change as people move through their careers. While some engineers continued to be rated as high performers throughout their careers, the majority received progressively lower ratings, even though the work they did remained the same in absolute terms. As Dalton and Thompson continued their research it be

ene Dalton and Paul Thompson whilst professors at Harvard University. Dalton and Thompson were originally asked to investigate performance at a large electronics firm. This organisation tracked engineers' performance over time. Their data made it clear that expectations of individual performance change as people move through their careers. While some engineers continued to be rated as high performers throughout their careers, the majority received progressively lower ratings, even though the work they did remained the same in absolute terms. As Dalton and Thompson continued their research it benge as people move through their careers. While some engineers continued to be rated as high performers throughout their careers, the majority received progressively lower ratings, even though the work they did remained the same in absolute terms. As Dalton and Thompson continued their research it became clear that the differences could be explained by four stages of development. Subsequent research with groups of professionals and managers from other sectors confirmed their initial findings.

The progression identified by the two professors is independent of position on the organisation chart. It explains why two people with the same job descriptions may be valued differently by their firm. However to be a high performer in the latter stages depends on mastering the early stages. Thus the Four Stages provides a powerful road-map for understanding the long-term expectations organisations have of their employees.

The Four Stages of Contribution Stage 1; Contributing Dependently or The Apprentice

Stage 2; Contributing Independently

Stage 3; Contributing through Others

Stage 4; Contributing Strategically

Stage 1 contributors accept direction, establish basic competence and learn the ropes. While people who do this early in their careers are seen as highly effective, those who continue to depend on others for direction after several years are seen as contributing les