Agility may have been 2019’s buzzword, but in 2020 we’re learning the hard way just how critical agility is. We live in a time where disruption is the new norm and our lives are punctuated by change. In this climate, career agility is essential for your organization’s viability.
But employee buy-in is key, and in many places making a lateral move without earning an increase in pay is still stigmatized, says Monster career expert Vicki Salemi. “To the employee it may feel like a setback,” she says. “But long-term it may not be a setback at all.”
Demonstrate the value of non-traditional career paths for your employees and you’ll see returns in a stronger, more nimble workforce. Here’s how you can develop agile career paths at your organization.
One important step to facilitating career agility is simply to let employees know that there are more options for mobility than just moving up. “Provide the framework so that people can see clearly how they can move around in the organization,” suggests Anji Marychurch, owner and director at Career Coaching, Ltd. Laying those options out as a career map can help employees visualize the right career moves.
This lays the groundwork for a long-term relationship — even in the face of disruption. “Thoughtful and intentional career paths show employees that they have a long-term future within your organization,” Salemi suggests. Even as jobs evolve, career agility offers employees the security of flexible movement within the organization.
Employees may not raise their hand for a role that is perfectly suited for them, Salemi points out, so it’s often up to you to see their potential. An internal infrastructure could identify where those employees are most valuable in the organization. “Consider implementing formalized processes like internal recruiting systems and career coaches,” Salemi says. “These can help employees identify the skills they’ve mastered and their long-term career plans.” Informal processes like career conversations can also help employees understand their growth potential.
Organizational connections are essential to agility. Employees can’t make informed decisions about their careers if they don’t know what the organization has to offer. “Identify the skills, knowledge and strengths that people have and develop them,” Marychurch says. “Provide opportunities for projects, sponsorships or ambassadorships.” Cross-functional opportunities provide professional development and help employees identify where they belong.
Breaking down silos and preventing talent hoarding are essential for successful career agility. It’s important to remind managers that without room for development, high potential talent will get bored and leave. “You will lose top talent if they feel like they aren’t able to flourish,” Salemi points out. Leverage subcommittees to look at each business unit and identify talent that needs more room to grow.
Career agility offers huge advantages for the organization overall. “The new skills that people can acquire by taking a sideways move means that the organization is going to build their capacity as the workforce develops,” Marychurch says. Consider restructuring rewards to incentivize managers to help their employees — and your organization — reach their full potential.