INTRODUCTION

In today’s environment, most organizations define what they need from their newly hired employees, especially regarding their soft skills other than the technical competencies. Research indicates that projects often fail not because the engineers lacked technical competency but rather lacked the requisite soft skills required for successful performance. The first step is to assess the competencies that are required for successful performance and what level it is required

This report contains the definitions of the competencies [Competencies are the critical skills required for the successful performance on the job] and their levels required for successful performance on the job, and also includes the strengths and developmental needs.

This report is for your personal use. It will help you to think about and plan your career development and an interactive session will enhance your understanding of the report in terms of developmental needs.

This is an individual report and is divided into two parts. The first section gives you the details of your score on cognitive and non-cognitive competencies. The cognitive competencies are task related and non-cognitive competencies are people-related.

It gives an account of the individual’s competency levels. The scores are depicted on a scale of 1- 10, and compared to the norms typical of an engineering population. This is illustrated graphically and is followed by a descriptive interpretation. A legend gives the details of the levels of interpretation.

The reports are interpreted at five levels of competency:

The second part of the report describes the strengths and developmental needs of the assesses based on the individual’s scores on the competencies compared with the benchmarks. The benchmarks were assigned, based on the ratings given by managers / engineers quoted in research studies.

Reading the Competency graphs: Your score on each competency is represented by the graphic character Benchmarks are marked with shading

Non-Cognitive Competencies
Communication Skills
Initiative
Interpersonal Relations
Leadership Skills
Relationship Management
Team Work Abilities
Cognitive Competencies
Project Management
Problem Solving
Analytical Thinking
Professionalism
Multi-Tasking

Communication Skills: You have a strong ability to communicate clearly and logically. You can make excellent presentations and impress the audience. You have a sound understanding of the basic communication processes; as such you should be competent to make analysis involving written and verbal data. You are highly proficient is written communication and will not find it difficult to generate technical information or white papers.

Interpersonal Relations: Your core strength lies in exceptional rapport with people. You have the ability to effectively guide and direct others within a group or on a project. You are able to prove success in initiating, promoting and maintaining strong interpersonal relations. You have ability to deal courteously, professionally and tactfully in a variety of circumstances.

Relationship Management: Your core strength lies in your ability to effectively guide and direct people, in making proper decisions and building commitment, team spirit and effectual relationships.

Team Work Abilities: Being socially active, the individual thrives in a lively environment and expresses a need to be part of the group but not necessarily the leader. You demonstrate the ability to get others' support and cooperation through personal interaction, proactively expand your knowledge of what is going on in other parts of the company and willingly share the glory for successful resolution of problems with other team members. You undertake projects which involve group activity and coordinate with other members of the team.

Project Management: Your forte lies in managing a multitude of projects simultaneously; such management requires knowledge of front-end project implementation and financing, sustainability strategies, office administration and human resources skills.

Problem Solving: You enjoy taking a broad, conceptual approach to analyzing problems. You could take up roles where idea generation is at the core of the job description. You are likely to enjoy the intellectual challenge of thinking about issues such as new product or service ideas, developing a theory or model that explains competition etc.

Analytical Thinking: You can handle projects that involve unfamiliar concepts and unstructured information; you have the ability to come up with alternative approaches to unfamiliar situations or concepts.

Professionalism: A thorough professional, you contribute significantly towards achieving goals. You are capable of acquiring knowledge from all known sources and translate it into everyday work / studies. You maintain discipline by adhering to rules and regulations. You focus on problems and resolve them efficiently. You maintain an objective outlook.

Multi-Tasking: You are efficient in handling more than one task / project and perform successfully. You can focus on different issues at the same time without being prone to stress. You manage time and are highly structured in working. Energy levels are usually high. Able to coordinate and prioritize tasks efficiently.

Initiative: You need encouragement to take initiative and assume personal accountability for personal goals. You should try and involve to work upon processes and decisions to instill in you a sense of ownership and involvement leading to self-confidence. This will automatically help you to take initiative and come up with alternative, new and better solutions.

Leadership Skills: Try to take the initiative in group activities by putting forth your ideas and take up new challenges. Encourage other members to state their views. Cultivate and practice assertive techniques. Attending workshops on leadership skills would also help you to develop the skills.

INTRODUCTION

The Eduquity Engineering Functional Career Report depicts your Engineering Work Preferences and Competencies across seven engineering functional careers and three career ladders.

Your subject specialization, prepares you for a particular area of work. How you apply your specialized knowledge, will differ depending on the functional career that you choose. This report is designed to assist you to make the decision between job offers that demand the same specializing in terms of subject knowledge, but may offer you different functional roles.

The report is also designed to give you an insight as to the career development route that you would prefer to take in the long run. Though career development is a function of experience, this report shows your current level of interest and competence for three major career ladders.

There are several career options that you could choose, some within this list of Engineering Functions and some which may be totally different. This report is meant to empower you to make your decisions. It cannot replace your personalized inputs based on your Educational background, Academic Performance and Family Advise. You have to use the report as an important tool in making your career decision but not as your only tool.

Engineering Functional Careers

1. Academics
2. Consulting
3. Management
4. Operations
5. Production
6. Research And Development
7. Sales

1. Management Ladder
2. Entrepreneurial Career Path
3. Technical Ladder

Now that you have read your Functional Career Report, you need to use this information to plan a career path for yourself. There are some simple steps that you need to follow:

Step 1: List the top Work Preferences
Example:

Now that you have read your Functional Career Report, you need to use this information to plan a career path for yourself. There are some simple steps that you need to follow:

Academics: An Engineer in at graduation level teaching has to work with the most advanced knowledge and technology available; derive from recent research and; integrate data and information from different areas, forms and types of knowledge; constantly analyze and evaluate; must interact with industry to keep updated with trends in the industry.
Consulting: Consulting engineers carry out a range of functions and tasks. They are responsible for planning, managing, designing and supervising a wide range of projects, related to their specialization. They work in a number of different settings and can run projects as project manager, once they have gained experience. They monitor the quality of the work. They are professional advisers who protect the interests of clients. They ensure that the project they are working on runs smoothly to time and within budget and act as arbitrator if there is a dispute.
Management: Engineering managers plan and direct the operations of engineering departments, services, and firms engaged in consulting, research, and other engineering activities. They may participate directly in the design/development of technical projects or engineering work.
Operations: Operations engineers help operate, maintain, and optimize the production handling facilities. They work seamlessly with the Operating and Technical Services organizations to safely operate, maintain and optimize the facilities. They create effective operating procedures and parameters. They coordinate efforts to improve efficiencies and reduce operating costs, in existing and new projects. They have to understand operating agreements with customers and facilitate approval of budgets, maintenance projects and expansion projects between the organization and customers. They represent the organization at customer meetings. Provide technical input to the planning and implementation of maintenance projects. They facilitate troubleshooting efforts and coordinate the support of Subject Matter Expert engineers, when needed.
Production: Engineers in production function drive the safety performance of manufacturing operations to meet set performance targets. They manage the supervisors and process operators to optimize the performance of individuals and teams of workers. Additionally they manage production to meet performance targets in volume, quality, efficiency and cost.
Research and Development: Research and development (R&D) engineers apply the theories and principles of science and mathematics to find economical solutions to practical technical problems. Their work, performed mostly in laboratories, provides a link between scientific discoveries and commercial applications. R&D engineers design products, the machinery to build those products, the factories in which those products are made, and the systems that ensure the quality of the product and efficiency of the work force and manufacturing process. They design and plan the construction of buildings, highways, and transit systems. They develop improved ways to extract, process, and use raw materials, such as petroleum and natural gas. They develop new materials that improve the performance of products and make implementing advances in technology possible. They harness the power of the sun, the earth, atoms, and electricity for use in supplying power needs, and create millions of products using power. Their knowledge is applied to improving many things, including the quality of health care, the safety of food products, and the efficient operation of financial systems.
Sales: Engineers in Sales provide external and internal customers with an advanced technical support on technical products and their application. They provide the link engineering and marketing teams in clarification of technical information, customer specifications and prototyping from the market place. Their role involves extending support to quality team with engineering input into field failure investigations as required. Providing of excellent customer service is a main function of their role.

CAREER PATHS: -

Management Career Ladder:

In most organizations, people are promoted into management as a reward for good performance. Historically, management was the career path option for successful scientists or engineers.
Selection for advancement (promotion) to the managerial ladder must be based not only on technical competence, but also on the ability and willingness of the scientist or engineer to successfully learn and apply management principles. Selecting a potential R&D manager solely on the basis of his or her technical ability is a recipe for managerial failure.
Some of the reasons why some scientists might opt for managerial careers are to: guide technical advancement in the direction they believe it should go; gain recognition from senior management that can lead to involvement in international activities; influence the development of science-based policy or regulation; obtain greater authority and responsibility; see a complex project successfully completed under their direction; assist staff grow in professional ability through judicious project assignments; avoid technological obsolescence if their field of research is no longer required; and create a laboratory with a world class or industry-wide reputation.

Technical Career Ladder:

Organizations value engineers for their technical abilities. But, at some point during their careers, many engineers have to choose between engineering and management opportunities. It used to be that those who accepted promotions into management could make more money than those who maintained a technical path. Today, however, the business environment is much different. As a result, many want to keep their technical expertise in place. They have turned to the “dual-career ladder” (DCL) concept to provide incentives for engineers to continue practicing engineering, rather than transitioning to management.
Essentially, the technical ladder offers a number of non-supervisory jobs and responsibilities that warrant higher pay. The positions require professionals to perform at a higher level, take on more complex duties, and possess advanced technical skills. Employees who have specialized expertise represent the best candidates for technical career ladder.
In essence, Technical ladders justify higher, management-level salaries for engineers while keeping the company’s technical capability intact and consistent. Companies are able to recognize technical employees' value and contributions, while allowing

Entrepreneurship:

Entrepreneurship is a process through which individuals pursue opportunity, leverage resources, and initiate change to create value. Thus, an entrepreneur is one who creates and manages change by pursuing opportunity, acting with passion for a purpose, living proactively, and leveraging resources to create value. You need to have the ability and willingness to undertake the organization and management of production. Entrepreneurship is for engineers having a passion for technological innovation and for future founders in successful high-tech ventures. Students interested in starting their own company, or graduates working in start-up companies should consider pursuing this option.