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    Dual Career Path

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    Rashi Yadav
    The document discusses dual-career paths that allow employees to remain in either a technical or management career track. It provides examples of traditional and dual-career path models and characteristics of effective career paths, including opportunities for advancement and compensation in both tracks. It also covers issues like plateauing, reasons employees plateau, possible remedies, and skills obsolescence.

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    Dual Career Path

    Uploaded by

    Rashi Yadav
    3K views11 pages
    The document discusses dual-career paths that allow employees to remain in either a technical or management career track. It provides examples of traditional and dual-career path models and characteristics of effective career paths, including opportunities for advancement and compensation in both tracks. It also covers issues like plateauing, reasons employees plateau, possible remedies, and skills obsolescence.

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    The document discusses dual-career paths that allow employees to remain in either a technical or management career track. It provides examples of traditional and dual-career path models and characteristics of effective career paths, including opportunities for advancement and compensation in both tracks. It also covers issues like plateauing, reasons employees plateau, possible remedies, and skills obsolescence.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    3K views11 pages

    Dual Career Path

    Uploaded by

    Rashi Yadav
    The document discusses dual-career paths that allow employees to remain in either a technical or management career track. It provides examples of traditional and dual-career path models and characteristics of effective career paths, including opportunities for advancement and compensation in both tracks. It also covers issues like plateauing, reasons employees plateau, possible remedies, and skills obsolescence.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
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    You are on page 1of 11

    Dual-Career Paths

    A career path is a sequence of job positions involving similar types of work and skills that employees move through in the company. For companies with professional employees, a key issue is how to ensure that they feel they are valued. The traditional career path model has limited advancement opportunities for those in the technical career path.

    Traditional career path for scientists and managers:


    Director

    Assistant Director
    Principal Research Scientist Department Manager Manager

    Research Scientist Scientist


    Individual Contributor Career Path

    Assistant Manager Management Career Path

    A dual-career-path system enables employees to remain in a technical career path or move into a management career path.

    Example of a dual-career-path system

    Executives

    Fellow

    Functional Management

    Senior Technical Staff Member

    Senior

    Senior

    Development

    Advisory

    Project
    MANAGEMENT LADDER

    Staff
    TECHNICAL LADDER

    Senior Associate Associate Engineers, Programmers, Scientists

    Characteristics of Effective Career Paths


    Salary, status, and incentives for technical employees compare favorably with those of managers. Individual contributors base salary may be lower than managers, but they are given opportunities to increase their total compensation through bonuses. The individual contributor career path is not used to satisfy poor performers who have no managerial potential.

    Characteristics of Effective Career Paths (continued)


    The career path is for employees with outstanding technical skills. Individual contributors are given the opportunity to choose their career path.
    The company provides assessment resources. Assessment information enables employees to make comparisons between their interests and abilities with those of employees in technical and managerial positions.

    Plateauing
    Plateauing means that the likelihood of the employee receiving future job assignments with increased responsibility is low. Mid-career employees are most likely to plateau. Plateauing becomes dysfunctional when the employee feels stuck in a job that offers no potential for personal growth. Such frustration results in poor job attitude, increased absenteeism, and poor job performance.

    Reasons Employees Can Plateau


    Discrimination based on age, gender, or race. Lack of ability. Lack of training. Low need for achievement. Unfair pay decisions or dissatisfaction with pay raises. Confusion about job responsibilities. Slow company growth resulting in reduced development opportunities.

    Possible Remedies for Plateaued Employees


    Employee understands the reasons for plateau. Employee is encouraged to participate in development activities. Employee is encouraged to seek career counseling. Employee reality-tests his solutions.

    Skills Obsolescence
    Obsolescence a reduction in an employees competence resulting from a lack of knowledge of new work processes, techniques, and technologies that have developed since the employee completed her education. Not just a concern of technical and professional occupations. All employees are at risk. Obsolescence needs to be avoided if companies are trying to become learning organizations.

    Factors Related to Updating Skills


    Manager
    Provide Challenging Work Assignments Encourage Employees to Acquire New Skills

    Company Climate
    Emphasis on Continuous Learning

    Update d Skills
    Peers
    Discuss Ideas Share Information

    Reward System
    Sabbaticals Pay for New Ideas

    Pay for Employee Development

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