Generationally Savvy: The New Career Ladder is a Lattice

Instead of the linear progression of past models, today business career may look more like a lattice of moves that include ascents, descents, lateral moves and holding patterns in times of decreased engagement capacity.

Being willing to be flexible is not always easy, but according to Deloitte’s research the benefits of: “reduced acquisition and retention costs, increased employee satisfaction and productivity and greater loyalty through optimal career-life fit” are worth it.

The one size-fits-all career ladder has run its course. Today’s knowledge worker is looking to begin a dialogue from Day One/Interview One about the options, avenues and possibilities they can explore and experience during their tenure at your organization.

In fact, the capacity of your leaders, human resource professionals and recruiters to effectively engage in these conversations directly impacts the length of time a top talent will spend with your company.

Traditionalists joined a company and stayed with that organization for 30 – 40 years. A gold watch and retirement package for a job well done was the norm. You wouldn’t even think of asking about a promotion for the first five years, and even then you were informed about the promotion.

Baby Boomers entered the workforce with a similar expectation that they would build a career in one organization, perhaps two if a really great opportunity came up, but loyalty and longevity would be rewarded in the end. They put in long hours, lots of face time and played the progressive “titles” game: Associate, Senior Associate, Manager, V.P., Senior V.P., Regional V.P. etc.

Gen Xers watched their parents play the game and listen as they complained bitterly over the dinner table, only to watch their parents be let go without warning in the recession of the 80s. The sacrifices made in the name of future promotions went up in smoke and the Gen Xers’ trust of “leaders” and belief in “the rules” went with it. They began to make their own career paths, including leaving the corporate ladder all together to start their own businesses in higher numbers than any previous generation.

Millennials have been the participants and recipients of customized lifestyles from Baby Einstein learning programs to Select Soccer Leagues to College and Life Coaches. Their Boomer parents have plotted, policed, pressured and politically maneuvered their children in to schools, internships, and elite programs to create custom experiences their whole lives. As Millennials enter the workforce, they have high expectations of the welcome they will receive and the options they will have to continue growing and having new exciting experiences.

Organizations that want to attract and retain Xers and Millennials will need to be willing to continuously match their needs and evolving life circumstances. Many times it will include creating the flexibility for Xers and Millennials to move in and out of organizations or up and down hierarchies as life priorities and demands shift. Anna Liotta

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