While using active listening skills to hear what the employee is saying, it will become clear what types of learning opportunities would be interesting to the employee. Learning opportunities don't have to be discussed in the form of another job: The job may not exist or movement into the job may not be possible in the near future. Instead, discuss how the employee can learn the skill or experience the opportunity while performing his or her current position.

This is how a manager can push out the lines of the box with the employee's help. The manager is a mentor and a resource person, but the employee needs to take ownership of his or her development plan.

MULTI-DIRECTIONAL CAREER PATHING

Career development is different than it was ten years ago. Organizations have been flattened with minimal upward movement. The days of being promoted every few years spiraling up the many management ranks are over. The many career directions now available to employees include¹:

• Moving across: moving horizontally or cross-functionally
• Enriching: changing the nature of the job so it is more challenging and stimulating
• Moving down: making a downward move to start a new career path
• Moving up: traditional job progression
• Exploring: taking temporary positions or projects to research potential new career paths
• Moving out: relocating to a different organization.

Moving across. Many organizations have found it beneficial to both employees and the business to design career pathing across departmental lines. Managers need to work collaboratively and not selfishly to make this happen. Don't let traditional concerns get in the way.

One of my clients with 60 employees has very low turnover and minimal upward movement. We discussed creating a position that floats between two departments. The two department managers worked together to design the job description, and a special salary grade was created for the position.

This new position created tremendous learning opportunities for the employee and started other employees thinking outside the box of their own jobs. Since then, two other departments have created a combined position for both employee development and back-up assistance.

Enriching.  Ask your employees: "What do you like least about your job duties and why?"

You may be surprised at how easy it may be to eliminate some of these tasks, making room for new and more interesting duties. Employees can be cross trained on other job functions or even train other employees. In addition, employees may have more time to take on new challenging projects that have been shelved due to time constraints.

If an employee has been performing the same job for numerous years. He or she may not see possible enhancements. One solution is to divide responsibilities and begin moving some of the tasks to other employees to perform. This will not be easy!

Moving down. Workers could have up to five career path changes in their lifetime. Moving into other career paths with varying salaries is becoming the norm.

With the mindset of always moving upward in organizations, it's sometimes difficult to coach employees on the career option of moving down. This could be particularly true if an employee has to take a salary cut. Don't communicate it as a downward move, but a move into another career opportunity.

Moving up. Some positions in organizations allow for job progression to a higher level. Don't wait until the employee reaches the top level to have a career development discussion.

Exploring. Traditional ways of learning about other career areas?books, job descriptions, job postings or career assessments?are satisfactory but only give employees a surface view of the position.

To get a detailed view of a position, including understanding what skills and knowledge are necessary to be successful, employees can use job shadowing and informational interviewing.

In job shadowing, an employee spends a day or more watching another employee perform his or her job duties. The manager can help to schedule this time with another manager. Select times when most of the skills are used.

The employee should ask questions such as:

After the job shadowing experience, the employee will be either excited to learn more skills or be disappointed that the job was not as expected.

In an informational interview, an employee meets with another employee or a manager to learn about the duties and requirements of a job. This does not have to take place inside the company: The manager can be a resource for contacts inside and outside the company.

Does this sound counterproductive or even risky? Why would we want to encourage an employee to talk with someone outside the company? Put yourself in the employee's shoes. A manager who cares about career development and uses internal and external resources for an employee creates honest and open two-way communication.

Moving out. Moving to another organization may be the only option for an employee. The company may not have the desired position available, or a manager may not think the employee qualifies for another position due to performance and demonstrated skills.

The parting of the ways may be difficult but necessary to move forward. If the manager has done effective employee development, there should be another employee ready to step into the vacated position.

One final note: It is every manager's responsibility to develop a replacement for his or her position. This ensures that tasks can be accomplished in your absence and you can take a worry-free vacation. Also, when the time comes for you to move into another position, the change is seamless for your staff and manager.

Customized career development is a creative process where managers push the outer edges of organizational boxes. Both the employee and the company will win.

Reference:

1. Adapted from Schein E. Career Anchors: Discovering Your Real Values. 1990; San Diego: Pfeiffer & Company.

Sue Romero is a human resources consultant specializing in employee relations issues, manager coaching, management and team training. She has over 20 years experience coaching managers on enhancing their effectiveness. Her Web site is:  www.romeroconsulting.com.

Table: Career Development Discussion Ground Rules

Managers should:

• Listen.
• Ask open-ended questions.
• Give honest feedback.
• Share information.
• Share ideas.
• Share your perspective.
• Refer to resources.
• Support the employee in finding his/her own answers.

Managers should not:

• Have the answers.
• Make any "promises."
• Evaluate performance.
• Solve the problem.
• Play "Father Knows Best."

Source: Sue Romero