Why Traditional Career Development Doesn’t Work

By Craig Nathanson

What is career development?

Many organizations view career development in a typical way that a person will move up over time within a specific job ladder. Compensation guidelines are established to enable growth within these ladders. The better idea of career development is to assist people to match what they are good at and interested in. The career development plan has to have a plan associated with it, a clear path to upward mobility, and increased opportunities.

Typical organizational approaches to career development

Many organizations have established job ladders and training programs for career progression. The focus is growth within the company and usually within the specific job group. People who can move up the career ladder are usually limited by compensation schedules, performance reviews, and lack of opportunities. People with poor performance reviews are even more restricted. When career development programs remain limited to a select group of people, most will feel left out or maxed out when pondering career choices within the organization. Additionally, most career development programs are only focused on growth within the job group, and it can be difficult to move outside of one’s core job. It is more difficult to get educational opportunities in new interest areas that don’t relate to one’s job or area in the organization. For example, many people burnt out in their current role might benefit from a job rotation to another area of the organization. A new learning process might improve the person’s attitude towards the organization and the organization might benefit from a new perspective as well.

What happens during a poor economy?

The worst is how organizations deal with career development in a poor economy. Educational opportunities or training programs are cancelled, and development talks between employees and management are put on hold too. The environment takes on a crisis mode, and things like career development are better left for another time or at least that’s the way it seems. The best manager knows that during challenging times even MORE emphasis should be focused on people development to keep morale high and more importantly show that the organization will invest in their people on an on-going basis despite the economy. These methods don’t always cost money. For example, implementing coaching programs within the organization to focus on development, implementing new job rotation opportunities, enabling people to offer education to peers on their areas of expertise are all ways to show people during difficult times that the emphasis is still on the people.

The developmental life cycle and work

One might assume that people will always make good career development decisions; however, this does not take into account the dynamic aspects of the career making process. For example, as people age, they get some experience, new self-appraisal, and, at times, new clarity about their work and life. Some may find that it is the time to reevaluate their life and career status. Some wonder how they would actually spend their day if they had unlimited flexibility and opportunity. As people age, they might be more receptive to change in their work. Just being presented with data may not be enough to offer guidance at this stage of life. This time, it can be critical for individuals to be aware of their needs and work towards satisfying them while at the same time accepting and reconciling past events, both successful and those which were not as successful. Again, this can require both self-reflection and opportunities for discussing with others work related options and possibilities. This inner reflection is important as it can lead to inner readiness for change and growth. The internal assessment can help to see the gap between where a person expected to be and the present state. This tension is inherent in the human condition and therefore critical for mental well-being.

New approaches are needed

Early in the career, many people carry out their work because they have to. Little thought is given to what work they would rather do. Over time, especially as people age, they discover that what they most want is a sense of fulfillment and coherence about their work. This insight is usually not thought through very deeply. It starts as a feeling that one’s work is no longer fulfilling or satisfying. The career development process, which is only linked to existing job ladders and organizational opportunities, limits growth. New approaches are needed to encourage people to grow and develop in areas which can both benefit people and the organization. These approaches range from enabling all people to try out new roles, get education in new areas, and have formal processes in the organization for self discovery and greater self-awareness.

The enlightened organization

The enlightened organization focuses on career development during good times and bad times. During bad times, they invest in people even more. The best manager knows that when people have opportunities to learn new things, which interests them and they can apply at work, joy and productivity both improve. The best manager understands the link between worker happiness and work output. The best manager knows the difference between just having job ladders vs. an on-going process for education and opportunities for current roles as well as opportunities to re-invent or expand into new roles for people.

Learning summary and next steps

People thrive when they have opportunities to learn and develop into areas which deeply interest them. When people feel like the organization cares and supports career development during good and bad times, they respond with more energy, loyalty, and focus. Re-evaluate your career development activities in your organization. No matter if it is a one-time program or an on-going process, it should be both unique to the individual and yet linked to the business objectives of the organization.

What new activities should be added and which ones should be dropped. What are the emerging and declining skills in the organization over the next 12-24 months? What process can be put into place to match both organizational needs and people needs with the goal to move towards greater joy and fulfillment at work? Just discussing this new approach will do wonders for morale.