The 10-Minute Business Case for Career Pathways By: Sherry Coker
What is a Career Pathway?
ď‚š A sequence of steps by which a worker can progress to more demanding, higherpaying jobs
The “Old” Career Pathways Early 20th Century Steeped in Tradition Defined by Socio-economic status Passed down through the generations Defined by Gender Dictated by Social mores and convention for women
Compare to Post-WWII Implied employee-employer loyalty contract “You help us, we’ll take care of you…for life.”
Today’s Career Path Environment No guarantees on either side of employment Individuals control their own ladder; desire enrichment/flexibility/career development over security and stability Continuous, dramatic changes to jobs and work processes Jobs broken down into elements, then outsourced.
Full-time employees working next to contract labor (motivation challenges)
Why Traditional Career Pathways are Becoming Obsolete Rapid rate of change in job design and structure The appeal of job outsourcing and contract labor to businesses The importance of job enrichment, flexibility and career development to workers
Berkshire Hathaway Automotive
http://www.berkshirehathawayautomotiv e.com/careers/career-paths.htm
Healthcare Career Pathways
Why Are Career Pathways Important?
Retention Employee engagement Employee demands for flexibility Limited advancement opportunities with flatter or smaller organizational structure Culture changes
Why Update Your Career Pathways? What Executives are Saying Top Three issues in Most Urgent Need of Action : Leadership Talent management Strategic workforce planning
SHRM/Boston Consulting Group Creating People Advantage Global Survey Report
Employer Benefits
Distinguish yourself from labor market competitors Retain key team members Attract/retain your next generation workforce (i.e. Millennials and Generation Z)
Employer Benefits
http://www.gallup.com/businessjournal/193274/millennials-jobsdevelopment-opportunities.aspx
Innovative Career Pathway Models
JOB REDESIGN Job Enlargement- vary the number of different tasks to be performed Job Enrichment—increase the depths of the role by adding employee responsibility for planning, organizing and controlling tasks of the job.
Job Redesign Obstacles
Decrease in motivation if job is ENLARGED but not ENRICHED No perceived difference between the two
Innovative Career Path Models
JOB ROTATION ď‚š Systematically moving employees from job to job within the organization ď‚š Usually run for a year or more
Job Rotation Obstacles
Increased workload and decreased productivity for the rotating employee and employees picking up his/her slack Manager resistance to moving high-performer through the rotation process Learning curve costs
Innovative Career Path Models
HORIZONTAL CAREER PATHS (AKA “CAREER LATTICE STRATEGY“) Similar to job rotationoving high performers
Innovative Career Path Models
DUAL CAREER LADDERS Path to upward mobility without requiring supervisory/management ability Common in scientific, medical, I.T., and engineering fields Watch out for “low-performer dumping”
Innovative Career Path Models
ACCELERATED OR “DIALED DOWN” CAREER PATHS Position and duties tailored to life stage of employee
Innovative Career Path Models
ENCORE CAREER PATH Opportunity for an individual to work for “means and meaning” in second career
Career Paths Outside the Organization
Consultant Contingent (“Temporary”) Worker
Strategic HR Personnel Key to Success HR & Management establish simple but fair, workable, and consistentlyadministered promotion policies and procedures surrounding the career mapping process Potential legal issues include: Gender stereotyping Discriminatory promotions Pay discrimination
Consult legal counsel as you develop your career paths and ladders
HR BEST PRACTICES WITH MANAGERS
WITH INDIVIDUAL EMPLOYEES
Equip managers with skills to discuss and develop career paths for their employees
Facilitate internal promotions with career coaching
Implement a focus of lifetime organizational employability, not departmental employability.
Help newly promoted employee make smooth transition Help managers with clear selection criteria and development plans for those NOT selected for promotion
CONTACT ME FOR MORE INFORMATION!
Sherry Coker @sherrycoker
cokers@otc.edu 417.447.8884 www.linkedin.com/in/sherrycoker