To avoid discrimination lawsuits in promoting employees, employers need to have a reasonable rationale for every promotion. Moreover, employers should give careful consideration to how promotion opportunities are posted—specifically, whether to do it internally and externally at the same time.
As with all HR policies, promotion policies and practices should be clear and consistent. If an employer's positions have defined pay bands, then employees who are not promoted may reach the pay maximum for the job. Usually, women and minorities are paid approximately the same as others within similar positions, but there might be few minorities and women promoted to higher paying jobs.
Indicators of pay inequities between the pay for members of the majority group and members of other protected classes go beyond pay disparities in the same positions. Other tip-offs to potential pay discrimination may include:. One step to avoiding pay discrimination is to take a critical look at promotions.
This should include a review of the rate of promotion for protected classes and the organization's mechanism for providing information on promotions. EEO-1 reports can also be useful to determine underrepresentation of certain categories of employees. HR professionals should analyze key metrics related to career progression programs to determine the return on investment ROI to the organization. One way to calculate the ROI for career progression programs is to determine how these initiatives affect organizational turnover or retention rates and then to quantify their impact in financial terms.
For example, an organization that has higher-than-average turnover rates for employees with three to five years of tenure with the firm may decide to develop individualized career maps as a way to boost retention. If the program reduces turnover rates, then the savings from replacement costs, such as recruiting, orientation and lost productivity, can be calculated. The final step in calculating the ROI is to compare the cost of developing and implementing career progression initiatives in terms of staff time or consultant fees to the savings resulting from reduced turnover.
Global HR professionals deal with many of the same talent management challenges as do domestic HR practitioners, but generally on a larger scale. Global research shows that individuals tend to stay with organizations that are seen as "talent-friendly" and progressive—that is, organizations with leading-edge work environments and people practices.
Global leveling—the process of systematically establishing the relative value of jobs and their corresponding pay ranges worldwide—is providing a framework for multinational organizations to implement talent and compensation management effectively across borders. According to Mercer's Global Leveling survey, the primary objectives for evaluating jobs and implementing a global grade structure are to support the development and career paths of employees and to facilitate the implementation of a global pay or rewards program.
Job Rotation Policy. Employee Development: Career Development Plan 2. Skills Analysis Form. Department of Labor, Employment and Training Administration. You may be trying to access this site from a secured browser on the server. Please enable scripts and reload this page. Reuse Permissions. Page Content. Scope— This article discusses the types of career paths and career ladders that an employer can use to assist employees in their career progression within the organization.
Traditional career paths and ladders are discussed, as well as nontraditional methods of career progression developed in response to changes within society, organizations and the workforce. This article does not address other aspects and methods of developing employees, managers and leaders. Overview Career paths and career ladders are two traditional methods by which an employee can develop and progress within an organization.
This article addresses the following topics related to employee career paths and ladders: The historical development of career paths. The business case for creating career paths and ladders. HR's role in the development and implementation of career paths. Developing traditional career paths and ladders. Common challenges with traditional career paths and ladders. Nontraditional methods of career progression.
Career paths outside the organization. Communications, legal concerns, metrics and global issues related to career paths and ladders. See : Introduction to the Human Resources Discipline of Organizational and Employee Development Developing Organizational Leaders Developing Management Background In the early part of the 20th century, career choice and career progression were dictated by tradition, socio-economic status, family and gender.
Traditional career ladders still exist in the 21st century, but they operate in an environment where: The labor force sees continuous, dramatic changes. The way work is organized and performed continuously evolves and changes.
Traditional career paths will continue to wane. Jobs are broken down into elements, which are then outsourced. Employees are working alongside a nonemployee workforce that does not have career paths or logical career progressions and may be harder to motivate. Workers value job enrichment, flexibility and career development more than job security and stability. Work is redesigned to accommodate increased demands for flexibility, such as telecommuting hubs, online technologies for connecting with global colleagues and virtual worlds.
Business Case Many factors influence the need for an organization to embrace formal career paths and career ladders, including: Inability to find, recruit and place the right people in the right jobs. Employee disengagement. Employee demands for greater workplace flexibility. Lack of diversity at the top. A multigenerational workforce. Limited opportunity for advancement in flatter or smaller organizations. Organizational culture change.
Making employee development a priority Although most CEOs understand the importance of employee development, most admit that they do not devote the necessary time and resources to this activity. Benefits to the organization Aligning the employee's career goals with the strategic goals of the organization not only helps the organization achieve its goals but also helps the organization in the following ways: Differentiate itself from labor market competitors. HR's Role HR professionals have new and varied roles to play in developing and implementing career paths.
When employees move up internal career ladders through internal promotions, HR can contribute to the process of moving an employee up the career ladder by: Establishing fair, workable and consistently administered promotion policies and procedures. This includes establishing policies for posting—or not posting—available positions and the content and timing of promotion announcements.
Facilitating promotions within their organizations by providing employees with career coaching, helping managers develop clear selection criteria and cushioning the blow for those not selected for promotion. Helping newly promoted employees make a smooth transition. Helping nonselected candidates continue to strengthen their skills in expectation of future opportunities within the organization. See Helping Employees Step Up. See Paths to the Top Developing Traditional Career Paths and Ladders Corporate-wide initiatives around career planning can be as simple as role-playing with managers on how to discuss career interests or use career mapping with their employees.
Career mapping A tool that managers and HR professionals can use during career planning discussions with employees is career mapping. Career mapping involves three steps: Self-assessment. A manager engages with the employee to explore his or her knowledge, skills and abilities, as well as past experiences, accomplishments and interests.
Individualized career map. Creating an individualized career map involves identifying other positions within the organization that meet the employee's interests. The position may be a lateral move into a different job family or a promotion. In either case, the position should capitalize on the employee's past experiences, interests and motivation while at the same time requiring the employee to develop a certain degree of new knowledge, skills and abilities KSAs to give him or her something to work toward and stay engaged.
Exploring other opportunities. The final step in career mapping is to explore other job opportunities within the organization as they become available. Traditional career ladders and career advancement strategies In a traditional career ladder system, the person is hired and, through a combination of experience, education and opportunity, is promoted to levels that encompass additional responsibility and concomitant compensation.
Rub shoulders with influential leaders. Communicate openly and directly about career aspirations. Seek visibility for their accomplishments. Let their supervisors know of their skills and willingness to contribute. Seek opportunities continually. Learn the political landscape or unwritten rules of the organization. Are not afraid to ask for help. These profiles include: Climbers.
Individuals who seek advancement in their organizations by asking for varied assignments, working long hours, networking and seeking greater visibility. Individuals who use all career tactics available to advance in and outside their current organizations.
Individuals who monitor the job market closely and are poised to change jobs, if not organizations, as opportunities arise. Individuals who do little to seek career advancement. Common challenges with traditional ladders and paths Within a traditional career ladder, several issues are likely to arise, including the following.
Nontraditional Methods of Career Progression In today's business environment, many organizations are unable to advance all employees up traditional career ladders due to low turnover, limited growth or financial constraints. Job redesign As organizations have experienced downsizing, new technologies and demographic changes, the result has been flatter organizations that provide less opportunity for career advancement via promotions. Job rotation Job rotation is an effective method to provide job enrichment from an employee's perspective.
Dual career ladders A dual career ladder is a career development plan that allows upward mobility for employees without requiring that they be placed into supervisory or managerial positions. Advantages of dual career ladders are the following: They offer employees a career path in lieu of traditional promotions to supervisory or managerial positions.
They can potentially reduce turnover among valued staff by providing expanded career opportunities and pay raises. If well managed, this type of program can encourage employees to continually develop their skills and enhance their value to the organization.
Dual career ladder programs are more common in scientific, medical, information technology and engineering fields, or in fields that typically exhibit one or more of the following characteristics: Substantial technical or professional training and expertise beyond the basic level.
Rapid innovation. Credentials or licenses. Horizontal career paths The concept of horizontal career paths also called "career lattices" was introduced in many large organizations in the mid-to-late s. The potential benefits of formal horizontal career paths include the following: For a business with many distinct functions, employees can find challenging and rewarding work, broaden their skills, and contribute in new ways when they move laterally.
For the organization, key positions can be filled with demonstrated performers. Horizontal paths can help employees who want to experiment in a related field. Structured programs also help employees quickly understand how their job fits into the overall success of the organization and how they can meet their professional goals at their current workplaces.
Lateral career paths may help attract and retain employees from younger generations. Organizations with successful lateral career programs share several common characteristics, including: Employee development is part of the culture and beyond training courses to include rotational assignments or temporary assignments in other functions, roles or locations.
Compensation is not reduced from the current level, but employees in developmental roles may not receive the same bonuses or merit increases when making a lateral move. Well-developed competency models lay out the skills and experiences needed to be successful in more senior roles.
Accelerated and "dialed down" career paths A few organizations have recognized that employees want a voice in tailoring their career paths to their life stages and as to whether they want to be on an accelerated path or a "dialed-down" path at a particular stage.
Reduced stress knowing the option is available. Retention of top performers. Encore career paths The concept of purpose-driven work in the second half of life has only recently become an issue.
See : Interest in 'Encore Careers' Is Growing Encore Careers Marry Money and Meaning Career Paths Outside the Organization In the last few decades, corporate restructuring and the recession have periodically resulted in the loss of hundreds of thousands of jobs in some industries, flatter organizations with less promotional potential and the creation of new types of jobs in other industries. Contingent work The "contingent workforce" includes individuals who work as temporary workers, contract workers or project workers.
Communications Managers and HR professionals must be effective in their communications to employees about the organization's career paths and career opportunities. Employers must handle conversations about the following potentially "tricky" topics carefully and honestly and without creating expectations or making commitments that the organization may not be able to fulfill: Gauging an employee's interest in promotion without promising a specific job.
Telling an employee he or she is a high-potential employee. Letting an employee know he or she is not considered a high-potential employee. Company reviews. Find salaries. Upload your resume. Sign in. Career Development. What is career advancement? Why is career advancement important? Prevent mediocrity and job dissatisfaction by leading you to take on additional roles and responsibilities within your existing company or with a new employer.
For example, consider a sales representative who starts getting bored easily at work. When they get a sales management position, their motivation for the job returns. Create an opportunity to pursue other career interests by encouraging you to continue pursuing your dreams and seek out new opportunities.
For example, if you work as a buyer for a clothing retailer and use your knowledge of trends and manufacturer relations to open your own clothing boutique, you create your own opportunity to advance. Allow for increased salary expectations and livelihood due to continuously pushing yourself to be better and go after more responsibilities with a higher pay grade.
Encourage continuous learning and professional development because you may need to get additional degrees or certifications to pursue a more senior position or role. For example, an IT sales representative can achieve a job as a full-stack developer after achieving certifications in front-end, back-end and full-stack web development. How to overcome career advancement challenges.
Build your confidence. Assess your company's advancement opportunities. Meet with your manager to determine advancement opportunities. Enlist the help of a career counselor. Use your professional communication platforms. How to advance in your career. Define your end-goal. Create a timeline to achieve your end-goal.
S: Get a server position at a restaurant chain. M: Positive feedback, increased hostess shifts and responsibilities will determine your progress.
A: Always be punctual and willing to fill in, ask to shadow a server and apply for server positions. If you crave new challenges and increasing responsibilities, a career that lacks growth opportunities will become dull over time.
Career dissatisfaction will soon follow. If there is no room to move up, you may have to move out. Career change isn't easy—it takes time, energy, and money, which explains why many people are stuck in dissatisfying careers.
The first step to getting promotions is choosing the right job. When reading a description of an occupation, look for information about advancement opportunities. Conduct informational interviews with people who currently work in the field, particularly individuals with a lot of experience.
Ask them how their careers have progressed since they started working. How did their entry-level jobs differ from what they are doing now? Inquire about what they expect to be doing in the future. Do they have hopes of climbing the organizational ladder further or are they worried they are in a dead end job? Also, ask the people you interview about their aspirations.
Not everyone who has the opportunity to advance will take advantage of it. Remember, too, that the presence of the opportunity to move up doesn't necessarily mean you will have a boss who will give you the chance to grow. To progress in your job, you may have to find a new one that offers you mobility. If you work in an occupation that offers advancement opportunities and your employer is amenable to promoting from within, here are some things you can do to help you take advantage of them:.
Should you feel bad if you don't dream of career advancement? No, you should not.
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