The evolving landscape of career progression is challenging traditional norms, prioritising sideways over vertical movements.
- Facilitator Katy Edwards advocates a shift in focus towards lateral career paths for employee fulfilment.
- Traditional upward mobility is not the sole indicator of ambition or career success.
- Employers must reassess career development strategies to align with employees’ diverse aspirations.
- Active communication is key to understanding and supporting employees’ career objectives.
In a paradigm shift from traditional career progression, facilitator and coach Katy Edwards emphasises the need to value sideways career paths as much as vertical advancements. According to Edwards, founder of learning and development firm Forest Digby, the traditional notion of career progression, which predominantly focuses on ascending the corporate ladder, should no longer remain the default goal for employees.
Edwards argues that many employees do not necessarily aspire to ascend into managerial roles. Instead, they may find satisfaction in lateral moves that allow them to acquire new skills, explore different departments, or even transition into new industries. Such career moves could offer a lifestyle aligned with their personal ambitions, such as part-time roles, remote work, or flexible hours. Edwards highlights, “Time and time again, I’ve heard from workers who say that they feel their only chance of proving their value to an employer is to be promoted upwards.”
The perception that lateral career moves denote a lack of ambition needs reevaluation. Previously, such moves might have been dismissed as lacking direction, yet they often represent a strategic pursuit of professional satisfaction. Younger generations, in particular, are more likely to ‘job-hop’ in search of these fulfilling career opportunities that do not necessarily entail upward progression.
This evolving workforce dynamic presents a challenge for HR teams: to view career development through a broader, more inclusive lens. By understanding that lateral moves can equally reflect ambition, employers can better harness diverse skills and experiences that employees acquire across different roles. Edwards notes that failing to acknowledge these career preferences could drive talent away if employees feel their developmental needs are unmet.
Edwards advises HR professionals and managers to engage in regular dialogues with employees to ascertain their career motivations and needs. This engagement allows for a more responsive allocation of training and development resources, ensuring these align with the unique goals of their workforce. Ultimately, fostering an environment where career aspirations are understood and supported can enhance retention and build a more skilled, content workforce.
By embracing a broader perspective on career progression, employers can better meet the evolving needs of their workforce, thereby enhancing satisfaction and retention.
