[aHr #12] Unlocking agile horizontal career development
Shift the corporate HR function from a transactional focus to one of enablement, benefiting business agility by transitioning to a more resourceful human centered Enablement Agency.
This series shed a perspective on the past, present & future challenges in the world of Human Resources. What is expected of HR in terms of enabling flexibility, collaboration, speed and adaptability rather than delivering programs, policies and strict rules?
Howto cooperate with the rest of the business to deliver value with the business instead of to the business? Howto tweak our ways of working from process to purposeful impact…
As we’re crafting an effective program for Agility in HR we’ll include evolutionary insights and invite your feedback in the comments.
TL;DR
Dora and Steve, HR leaders at Unison, shifted from a traditional vertical career path to a horizontal growth model to foster adaptability and innovation. They encouraged talent sharing, revamped mentorship programs with AI, and provided career pathing tools. This approach empowered employees to explore diverse roles, improving retention, skills, and organizational strength.
A Horizontal Growth Journey, Transitioning from ladders to lifelong reinvention
Dora, the HR Business Partner, and Steve, the Talent Development Specialist, recognized the need to rethink the company's approach to career progression. In an era where agility and adaptability are key, the traditional vertical career ladder was no longer serving all the evolving needs of Unison's workforce and the business.
Dora and Steve understood that the future of work demanded a more dynamic and multifaceted approach to career development. They knew that empowering employees to explore opportunities beyond their immediate functional roles would not only benefit the individuals but also strengthen the organization as a whole.
"The world of work is changing rapidly, and we need to ensure our people have the tools and support to navigate these shifts," Dora explained. "Horizontal growth is the key to unlocking new possibilities for our employees and driving innovation across Unison." She described it as ‘horizontal growth like opening up a bunch of new doors on the floor you’re already on. Rather than ...taking an elevator straight to the floor you want to get out on…’ which is more like vertical growth.
Steve echoed Dora's sentiments, adding, "Vertical growth has its place, but it's the breadth of skills and experiences that will truly future-proof our workforce.
By embracing horizontal growth, we're giving our people the chance to develop a T-shaped talent profile that will serve them well, no matter what challenges arise."
Taking into account the pro & contra arguments.
A horizontal career offers several advantages, including continuous learning and skill acquisition, the opportunity to share expertise, potential for salary increases through employer changes, and the ability to avoid additional responsibilities typically associated with vertical promotions. This career path also allows for unrestricted development based on personal goals, provides comfort and expertise in a familiar field, and maintains the potential for future vertical movement. However, it also has its drawbacks, such as slower wage growth, prevalence in certain creative fields like design and journalism, lack of high-profile titles, potential conflicts with multiple managers within the same organization, and the possibility of having a less experienced manager despite your industry expertise.
Redefining Career Progression
Dora and Steve began by reframing the conversation around career progression at Unison. They recognized that the traditional linear path from junior associate to management and leadership roles was no longer the only viable option."We needed to shift the mindset from 'climbing the ladder' to 'exploring the landscape,'" Dora said. "Employees should feel empowered to chart their own course, whether that means moving up, moving sideways, or even trying something completely new."
To facilitate this shift, Dora and Steve implemented a series of initiatives that would support and encourage horizontal growth.
Talent Sharing, Not Hoarding
One of the first steps was to address the issue of talent hoarding within the organization. Dora and Steve knew that if managers were possessive of their top performers, it would stifle the potential for horizontal movement."
We had to make it clear that talent hoarding was no longer acceptable," Steve explained. "We encouraged managers to adopt a mindset of talent sharing, where they actively supported and facilitated the movement of their high-potential employees to other areas of the business."
This shift in mindset was crucial, as it empowered employees to explore new opportunities without fear of being "trapped" in their current roles.
Recognizing the power of mentorship, Dora and Steve revamped Unison's approach to this critical development tool. Rather than pairing mentees with mentors from their own teams or departments, they focused on matching individuals based on their career aspirations and the skills they wanted to acquire."The traditional mentorship model was too narrow," Dora said. "By expanding the pool of potential mentors, we were able to connect people who might never have crossed paths otherwise, but who could learn from each other's diverse experiences."
To streamline the process, Dora and Steve reimagined their Mentorship program by leveraging a talent marketplace platform that used AI-powered algorithms to match mentors and mentees based on their profiles and goals. This allowed them to scale the mentorship program and ensure that every employee had access to the guidance and support they needed to pursue their horizontal growth ambitions.
A mentorship program is effective only if it helps employees achieve their goals, necessitating the tracking of progress for both mentors and mentees. Evaluating the program's overall success involves key performance indicators like the number of employees who complete their goals, the average time to achieve these goals, and the percentage of employees who reach their goals.
Howto empowering employee-driven career paths?
Dora and Steve understood that a one-size-fits-all approach to career development was no longer sufficient. They knew that each employee had unique aspirations, skills, and goals, and that the company needed to empower them to take control of their own career journeys."We wanted to move away from the traditional 'ladder' and give our people the freedom to explore different paths," Steve explained. "By providing them with the tools and resources to map out their potential growth opportunities, we're enabling them to align their personal goals with the needs of the business."
To this end, Dora and Steve implemented a cutting-edge career pathing platform that allowed employees to visualize various career trajectories, both vertical and horizontal. This gave them the autonomy to identify opportunities that resonated with their interests and aspirations, while also ensuring that these paths were strategically aligned with Unison's business priorities.
As Dora and Steve rolled out these initiatives, they began to see the transformative impact of embracing horizontal growth at Unison.
Employees who ventured into new departments and functional areas brought with them a wealth of cross-functional knowledge and expertise. This not only benefited the individuals but also enriched the entire organization, as these employees shared their insights and skills with their colleagues."We've seen our people develop a much broader range of capabilities," Dora observed. "They're not just deepening their expertise in one area, but enhancing the building of a diverse skillset that makes them invaluable assets to the company."
With their expanded knowledge and unique perspectives, Unison's horizontally-mobile employees were better equipped to tackle complex challenges and devise innovative solutions."When you have people who can draw on experiences from different parts of the business, the ideas they come up with are truly game-changing," Steve said. "Horizontal growth has unlocked a level of creativity and problem-solving that we simply couldn't access before."
Improved Retention and Career Flexibility
By empowering employees to explore new opportunities within Unison, Dora and Steve saw a significant boost in retention rates. Employees no longer felt the need to leave the company to try something new, as they could now pursue their career aspirations without leaving the organization."Our people know that they have the freedom and support to chart their own course," Dora explained. "This has not only improved our ability to retain top talent, but it's also given our employees a sense of security and confidence in their long-term employability."
As employees embraced horizontal growth, many discovered new areas of the business that aligned more closely with their skills, interests, and long-term goals. This opened up a world of possibilities for their continued development and advancement within Unison."We've seen people uncover hidden passions and talents that they never knew they had," Steve said. "By giving them the freedom to explore, we're helping them find the right fit and setting them up for even greater success down the line."
Dora and Steve's journey to transform career development at Unison Telco has been a resounding success. By embracing horizontal growth and empowering employees to chart their own course, they have created a dynamic and future-proof workforce that is poised to navigate the ever-changing landscape of the modern workplace."Horizontal growth isn't just a trend – it's a strategic imperative for any organization that wants to stay ahead of the curve," Dora concluded. "By investing in our people and giving them the tools and support to explore new possibilities, we're not only strengthening Unison, but also setting our employees up for long-term success."
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