Knowledge@Wharton wrote a few months ago about a “new” phenomenon within middle manager ranks.
A number of men and women in middle management are increasingly reluctant to take the next step in their careers because the corporate ladder is not as appealing as it used to be, and the price to climb it is too high. “These people are still ambitious, and they are still driving. They just aren’t driving for the same things they were driving for 15 years ago.” ((Knowledge@Wharton, October 4, 2006. “Plateauing: Redefining Success at Work.” Retrieved from http://knowledge.wharton.upenn.edu on December 29, 2006.))
Normally, I’d make something of this, but I think this time I won’t. There are really two issues here. The first is that HR has long recognized the need for multiple career progression opportunities to fit the differing needs of different professionals. The second issue is perhaps cause for real concern: is the desire to sacrifice less increasing amongst the senior talent in our organizations?
Let’s talk about the first because it’s easier. HR has long offered multiple career ladders recognizing that some people didn’t want to get into management at all. This is perfectly exemplified at the pharmaceuticals which have had to offer both career ladders for those interested in management jobs, and those interested in remaining research scientists. Often these career ladders would include similar pay progression but still cater to the different demands of the employees.
The second topic is more concerning. There are several possible contributing factors to the demotivation of the workforce.
- First, work-life balance seems to be more important than ever. In the 80’s and 90’s, dual income households rose steadily at the sacrifice of family. The balance seems to be returning, and I think this is a good thing.
- Second, the generations of employees after the baby boomers are far wealthier than prior generations. While the total level of life satisfaction has not gone up noticeably, the total real income per capita has risen almost three-fold. What this means is that the baby boomers truly did need to work and progress in their careers to get ahead. Today’s middle class worker however lives a similar lifestyle to those who would have been considered upper middle or even borderline upper class a generation ago. My opinion is that the pure need to progress up the compensation ladder is simply not as strong as it once was.
- The generation of millennials now entering the workforce and to some degree the mid-career professionals have had a much easier time at work and life. Having had wealthier parents and being raised in the 80’s, 90’s and early part of this century, these workers are far more interested in the global environment than their work environment.
None of these factors is necessarily a bad thing for employees. For employers, it provides an interesting dilemma about employee engagement and the cultivation of senior talent. If senior talent does not want to be involved in the succession plan because they have already achieved “enough,” the total pool of available candidates has diminished. We’ve talked about not only the pool of senior talent in terms of talent management, but it also effects the ability to compete globally as countries such as India and China produce ever increasing quantities of educated professionals.
So once again we return to the topic not of work life balance or of compensation, but we need to talk about engagement. How do we make our organizations and our work meaningful to our employees? Perhaps this idea has a limited lifespan, and it needs to be combined with work-life and engagement to be successful. At any rate, it’s time to start thinking about the workforce and what shape it will be taking in the coming years – that is if you’re not already deeply concerned about it.
8 responses to “Plateauing, Multiple Career Ladders, Engaging Employees”
The first is that HR has long recognized the need for multiple career progression opportunities to fit the differing needs of different professionals. The second issue is perhaps cause for real concern: is the desire to sacrifice less … Read more
How interesting…..In some respects this research does not surprise me. For many organizational life is not as sexy as it once was. Many firms no longer use options, which provided youngsters with the opportunity to capture as much wealth as if they had started a new business. Additionally, the pressure to produce is much greater. The global economy has upped the ante considerably.
robert edward cenek, RODP
http://www.cenekreport.com
Uncommon Commentary on the World of Work
You’re absolutely right. We do need to engage corporations in thinking about this huge pool of talent and experience out there and thinking outside the box when it comes to offering them opportunities to contribute in a way that is meaningful to all involved.
As a professional business coach and consultant, I communicate day in and day out with people who have chosen to balance their lives – who desire to leave the fast track and gain flexibility in their lives and lifestyles. These people are willing to sacrifice advancement and compensation in an effort to attain these things, and after a full and accomplished corporate career they don’t want to enter the entrepreneurial world to do it.
Most times, unfortunately, these professionals, executives, and managers are looked upon with great suspicion. Employers question whether something is “wrong” with them, whether it be a lack of motivation, a reluctance to be a team player and/or play by the rules, or simply that they’re perceived as someone who doesn’t know what they want. On the flip side, employers have had bad experiences with senior level consultants who want to act more like directors of a company and characterize these employees as being of the same mold, looking to rest on their laurels after a long and storied career.
This is a long road for many who have chosen this path. It’s one thing to go through the process and come to the decision that you’d like to cut back. It’s another thing to convince an employer in today’s world that your intentions and motives are genuine and that you don’t come with any additional baggage.
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Dubs:
Interesting story from Wharton – but I’m not convinced this is “something new”. I have seen this my entire career – people managing Work/Life balance via job choice. Some stories here:
Turning down promotions – new phenomena? « TO’B HR Blog
Tom O’B
David:
Some very sound comments.
I too see many boomers who are willing to sacrifice for many reasons other than fame or fortune. I, in fact, am one of those individuals.
It is interesting to hear that this feeling is more prominent among those so-called generational groups that came after the boomers.
I think to some extent that the “Organization Man,” as described by Whyte, has been on the decline since the late 60’s.
Our economy is also morphing, which should also make those who wish to eschew the large corporation “happier than a hobo with a ham sandwich.”
There are tremendously more opportunities for free-lancing and other forms of more boundaryless work.
robert edward cenek, RODP
http://www.cenekreport
Uncommon Commentary in the World of Work
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