Creating Dual Career Progress Paths in your Organization
CREATING DUAL CAREER PROGRESS PATHS
The most common reward method for high-performing staff in organizations include, among other things, increase in pay, and northward promotion along the managerial path. Both timeless and very prominent reward systems in most organizations - large, medium, small, government, not-for-profit, etc.
Are these effective in stimulating higher performance from benefiting staff? You bet. But are they effective in transforming the staff into the exact image that the organization hoped when it rewarded them? Debatable.
More monetary incentive, of course, will win any day. Everyone wants more, especially if they've worked for it. My emphasis however, is on the second reward mechanism - of promoting staff into managerial positions because they've been very productive down the ladder.
To start with, not everyone will make a good manager. Some people are better, and will be better left as professionals in their fields. Managerial tasks are quite unique, and in many cases, alien to some professionals. Making them a manager of people because they've been successful in managing assignments may be the death of their productivity, and indeed their relationship with fellow staff.
How many times have you seen some people who completely changed the moment they were promoted into managerial positions? They used to be the great guy at work; everyone loved to be around them; they delivered on the demands of their professional calling unquestionably excellently. The moment they became HOD or Divisional head or Principal or manager, as the case may be, their mis-fit for the office gets in the way of their professionalism and ultimately in the way of their relationships.
Modern organization leaders must learn to create dual career progression paths in their organizations so that the professional engineer can be promoted and pinnacle in his/her professional path, attain the highest height without unnecessarily bearing the burden of manager-ship for which he/she is less prepared and wired. The professional accountant can rise through his own professional path to the equivalent of a manager without unnecessarily shouldering the burden of manager-ship for which he/she may be a mis-fit. And there are other professions that are equally affected.
How the dual paths progression is designed may be at the discretion of the business leader and the performance management system they adopt in the organization.
I guarantee that this is not a common concept and the help of a Process specialist (not just any business consultant) is required. This can work in your organization.
Think about it.
The most common reward method for high-performing staff in organizations include, among other things, increase in pay, and northward promotion along the managerial path. Both timeless and very prominent reward systems in most organizations - large, medium, small, government, not-for-profit, etc.
Are these effective in stimulating higher performance from benefiting staff? You bet. But are they effective in transforming the staff into the exact image that the organization hoped when it rewarded them? Debatable.
More monetary incentive, of course, will win any day. Everyone wants more, especially if they've worked for it. My emphasis however, is on the second reward mechanism - of promoting staff into managerial positions because they've been very productive down the ladder.
To start with, not everyone will make a good manager. Some people are better, and will be better left as professionals in their fields. Managerial tasks are quite unique, and in many cases, alien to some professionals. Making them a manager of people because they've been successful in managing assignments may be the death of their productivity, and indeed their relationship with fellow staff.
How many times have you seen some people who completely changed the moment they were promoted into managerial positions? They used to be the great guy at work; everyone loved to be around them; they delivered on the demands of their professional calling unquestionably excellently. The moment they became HOD or Divisional head or Principal or manager, as the case may be, their mis-fit for the office gets in the way of their professionalism and ultimately in the way of their relationships.
Modern organization leaders must learn to create dual career progression paths in their organizations so that the professional engineer can be promoted and pinnacle in his/her professional path, attain the highest height without unnecessarily bearing the burden of manager-ship for which he/she is less prepared and wired. The professional accountant can rise through his own professional path to the equivalent of a manager without unnecessarily shouldering the burden of manager-ship for which he/she may be a mis-fit. And there are other professions that are equally affected.
How the dual paths progression is designed may be at the discretion of the business leader and the performance management system they adopt in the organization.
I guarantee that this is not a common concept and the help of a Process specialist (not just any business consultant) is required. This can work in your organization.
Think about it.
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