Get the job you really want

Abstract

In my previous article (careers January 23) I looked at how to provide examples of your personal achievements and develop a fulfi lling career when there are fewer promotion opportunities. Here, I will examine ways of increasing your chances of promotion. First, investigate the typical career path for your chosen fi eld, the average experience required at your current grade and the frequency with which roles become vacant. This information should provide the context for your preparations and a guide to the experience you might still need. If you use the rating system described in the How do you rate? box (above), you will be able to compile a list of activities to refi ne your existing skills or learn new ones to strengthen your case for promotion. It is worth talking to someone who is already in the role you are interested in to fi nd out if the job description is an accurate representation of what the post entails. What are the best and worst things about the role? How did they get promoted? Now think about the different ways in which you could gain the experience you have identifi ed that you need. You could: Become involved in projects. Volunteer for a working group or cross-departmental meeting. Take on some duties of the role above you when the post-holder is away. Encourage the person above you to delegate some activities. Shadow someone in the role when they are performing something you want to learn. Although it might seem odd, the more you behave as if you are already doing part of the role, the more people can see you in that role and the greater your chances of promotion. Finally, think about people who will support you. This may be: Your manager If he or she is aware that you are looking for an upwards move, they are more likely to think of you when delegating or looking for people to be involved in projects. Your mentor If you do not have a mentor, search for someone in the organisation who is not in daily contact with you, but who can offer support and access to a wider network and opportunities. A role model or someone who you admire It may be the way he or she does the job, manages patients or generally gets on with people across the organisation. Think about what you would do differently if you were to act like that person. We learn a lot by copying others, particularly in more subtle areas such as the elusive bedside manner. Finally, gather evidence as you go using the STAR (situation, task, action, result) method described in the previous article. It is easy to forget important details of your achievements by the time the promotion round arrives NS