As a leader, you know the importance of finding and growing your team. In today's competitive job market, high retention and job satisfaction rates are in fact a competitive advantage. So is the ability to hire the best people. Companies that focus on career paths and development are well positioned to attract and retain the talent they need to meet their business goals.

Unfortunately, too often the focus is on developing career paths only for management or is just on succession planning. That must change as the structure of organizations and the business environment has changed. HR should partner with the business at every level to create flexible careers that serve both the company and the individuals’ goals. Yes, money motivates. But so does the need to improve and progress, and career paths concretely show employees how that will happen.

An Overview of Career Path Development in a Changing World

In the past it was assumed that an employee started at the bottom of the company and worked up to the top. As corporations have flattened and deconstructed their rigid hierarchies, the paths within the company have become less clear. Lateral moves are more common and expectations of employees need to be managed to understand that this is the new norm.

Another trend is in ‘multi-skilling.’ Human Resource studies show that possessing skills in two or more functional areas is increasingly valued. Examples include engineers with finance or accounting skills, IT specialists with business knowledge, marketing specialists with public relations knowledge, and administrative assistants with desktop publishing skills. Functions are more integrated across the organization than ever, so it makes sense that people that can cross those bridges easily are more highly valued.

Given these trends, what are the high level steps to develop career paths?

Job Levels

Job levels can be focused on technical or managerial expertise, or some mix of the two. What is key is defining them consistently throughout the organization by the level of responsibility and authority. And to be successful, they cannot be secret. They should be communicated and available to all employees. Finally, they must clearly map to the goals of the organization as a whole.

Job Descriptions and Training Requirements

Too often job descriptions, if they exist, are unclear, generic and dated. To give employees the framework to succeed, job descriptions should be clear, detailed and relevant. A description of the length of time in the position should be included. Consider moving to more competency based descriptions, and include any previous experience and training necessary to be considered for the position.