How Organizations Can Build Resilience by Reframing Career Paths for the Emerging Workforce

I recently spoke with the founders of a fast-growing tech company, and it got me thinking about how rapidly the nature of work is changing and how employers must adapt to meet the needs and aspirations of the emerging workforce. A 2022 survey conducted by the education equity non-profit organization Mumuration found that Gen Zers are not interested in following in the footsteps of their parents and grandparents by working tirelessly with little time for their personal lives, nor are they interested in being loyal to a single employer or industry. Instead, they seek to challenge outdated corporate policies and redefine the balance between work and life. As a result, the expectations and priorities of those entering the workforce today are vastly different from what was considered the norm in the past, with many showing less interest in climbing the management ladder or rising to the C-suite.

So how can firms and organizations adapt to these fundamental changes in career expectations and priorities? One approach is to create a "dual career ladder" that allows for upward mobility without requiring employees to be placed into supervisory or managerial positions. This type of career path can be appealing to those who have deep technical skills and/or education but are not interested in pursuing a management or supervisory track. It provides an alternative career path for employees who have no desire or aptitude for management. In addition, a KPMG study suggests that providing expanded career opportunities can reduce turnover among senior staff and allow employees to remain in their chosen careers rather than being forced into managerial positions simply to receive a pay increase.

At Mastercard, for example, the dual career ladder system allows employees to pursue leadership roles (managers) or become subject matter experts (consultants) in their respective domains. The company believes this strategy has improved employee satisfaction and reduced turnover rates.

Regardless of how an organization approaches worker recruitment and retention, leaders must recognize and understand that the traditional path to career advancement is no longer the only way. By embracing alternatives to traditional career paths and investing in employee development, organizations can build their resilience and better equip themselves to meet future challenges with a more engaged, motivated, and productive workforce. 

Want to learn more about setting up alternative career paths in your organization?
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