THE101: Career Path Plan and Visual Representation Assignment Report

This report presents a comprehensive career path plan for a student in the tourism, hospitality, and events industry, fulfilling the requirements of Assessment 3 for THE101. The plan begins with a SMART career objective and details the activities, required skills, and completion milestones necessary to achieve it. The student utilizes the Clifton Strengths Finder assessment to identify strengths such as Activator, Consistency, Achiever, Adaptability, Arranger, Belief, Analytical, and Strategic, explaining how each strength will be leveraged to achieve career milestones. The report includes a detailed breakdown of each milestone, outlining specific actions, timelines, and the application of the identified strengths. It emphasizes the importance of aligning personal strengths with career goals and adapting to the dynamic nature of the industry. A bibliography of relevant sources is also included, demonstrating the student's research and understanding of the subject matter.

Running head: ASSESSMENT 3
Assessment 3: Critical Path and Visual Representation
Name of the Student:
Name of the University:

1ASSESSMENT 3
Career Path
Overall career objective (SMART
Goal)
Manage career path in travel and hospitality industry
Career path
milestones
Activities required to
achieve each
milestone
Clifton strengths that
best support the
achievement of each
milestone
How will these strengths be used in
combination to achieve each milestone?
Ideal completion
date/time period
for each
milestone
Create resume
to serve as
map for the
path
 Construct
academic and
internship
 Identify
current skills
and experience
 Pinpoint
strengths plus
interests
 Focus
 Activator
Focus on the performance of the work done.
There is contingency theme which can lead
to overemphasize how someone is getting
work done. It helps me to improve my
resume so that I can able to adapt unforeseen
changes which get my job done. My main
focus is based on achievement of my career
goals.
Activator is seeking work in which there is
taking of own decisions as well as act upon
them. There is start up as well as turnaround
situations. In order to avoid conflicts, it
ensures that the manager can judge on
By end of 2nd
years of study in
the university

2ASSESSMENT 3
measurable outcomes rather than the process.
Develop
community to
guide the
professional
successes
 Looking
guidance as
entrepreneur
 Building
networks
 Promotion of
support for
current goals
 Consistency
 Achiever
Consistency is the foundation of the
decisions which are taken place for making
the relationships better. It expresses value
outside of the workplaces by volunteering for
the tourism and hospitability industry which
can define purpose by contributions they can
make to the society.
Achiever helps to explain drive. It describes
constant required for achievement. It is not
required any type of motivation from the
supervisor, but taking advantage of self-
motivation by setting the organizational
goals. There is acceptance that might
disconnect even when it is achieved.
By end of 2nd
years of study in
the university
Fulfilling
professional
experience
align with
career goals
 Attending to
the volunteer
events
 Assigning with
experienced
goals
 Activator
 Adaptability
Activator is when the person can meet with
new goals as well as improvements which
are achieved by division. It sets areas where
it can fit and provide responsibilities to
initiate and organize my career goals.
Adaptability means not seeing the future as
fixed destination. There is discovering of
By end of 3rd
years of study in
the university

3ASSESSMENT 3
future one choice at time. It seeks roles in
which there is success based on responding
constantly changing environments. There is
fine tuning of the responsiveness so as to
learn how to pack as well as leave within 30
minutes.
Interview and
prepare for
success as
new
professional
 Attending
interview
practice with
the success
coach
 Gaining
knowledge
from others so
that I can get
experience on
the tourism and
hospitability
industry
 Arranger
 Belief
Arranger can seek complex and dynamic
work environments in which there are fewer
routines. It develops strategies to get the
things done and keep them added new
wrinkles. It takes goal of others with whom
they are working. It provides time to
understand ways to do things when it is
presenting it to them. It is required to give
people understand new ways to do things
when it is presenting it to them.
Belief clarifies values by thinking about one
for best days. It can seek roles which can fit
the values. I require making such partnership
that can help me to achieve my career goals
so that I can make a bright future with my
tourism, hospitability and event industry. It
By end of 3rd
years of study in
the university

4ASSESSMENT 3
accepts other people might have values
distinguished from own.
Development
of training
program
 Developing of
training
sessions so that
I can get my
future career
bright in my
selected
professional

 Analytical
 Strategic
Analytical chooses work in which it is paid
to analyze data, find the patterns as well as
organize the project ideas. It develops
analytical skills by sharing ideas with the
analysts those are specializing into the areas.
There is required to taking academic courses
which will expand academic strengths. I
require to partner with someone those have
stronger activator theme. The impatience of
person will move throughout analytical
phases into action phases.
Strategic strength is taking time to reflect
about the goals which is required to achieve
until related patterns as well as issues are
emerged.
By end of 3rd
years of study in
the university

5ASSESSMENT 3
Bibliography
Mann, A., & Harter, J. (2016). The worldwide employee engagement crisis. Gallup Business
Journal, 7.
Soria, K. M., & Stubblefield, R. (2015). Building a strengths-based campus to support student
retention. Journal of College Student Development, 56(6), 626-631.
Southwick, F. S., Martini, B. L., Charney, D. S., & Southwick, S. M. (2017). Leadership and
resilience. In Leadership today(pp. 315-333). Springer, Cham.
Southwick, F. S., Martini, B. L., Charney, D. S., & Southwick, S. M. (2016). 18 Leadership and
Resilience. Leadership Today: Practices for Personal and Professional Performance,
315.