Corporate ladders need not always go up

501

Dear Joan:
With your vast knowledge, background and contacts, would you please provide information on lateral moves and downward moves within a company? Our company has over 100 employees. When jobs are posted, a final sentence is added that lateral and downward moves normally are not considered. Several of us feel that this attitude hinders us who have much to offer, but are stifled if we are not even allowed the courtesy of an interview of the posted position, even though the position may be lateral. Can you provide the pros and cons and where the majority of major companies stand on this issue?

Answer:
During the last few decades, companies grew without as much competition as they feel today. It was common to add positions and layers as the hierarchy grew upward. In those days, taking a lateral move or-- god forbid--a downward move only meant one thing: you were demoted.

Old ideas die hard. Today, even though the upward career ladder is missing most of its rungs, lateral and downward moves are still not accepted in some companies.

Progressive companies realize that the workforce has changed. Career "success" means different things to different people. Attitudes are shifting. They have found out what you already know--that "up" isn't the only way to encourage career satisfaction and growth.

In many cases, people get bored when they've been in a job for awhile and they want a change. A lateral move is an opportunity to stay with the company and learn something new. The company benefits too because their employees develop a rich background that enhances their decision-making and adds a new dimension to each job they hold.

Lateral moves make sense for companies who want to cross-train employees. A workforce that is flexible will be the hallmark of successful companies in the future. Flexibility is a result of employees having multiple skills and being able to fill in for each other so the customer experiences flawless service. This becomes even more critical as the pool of talented job candidates dwindles. Hiring and training new employees is more expensive and time consuming than developing existing employees who already have experience.

There's another reason lateral moves are a good idea. Lateral moves are a wonderful way to groom talented people for higher level jobs. Executives who have worked in all the major areas of their companies usually make better decisions. They have the insight that only comes from first-hand experience.

Moving downward is another matter. Most companies (and individuals, for that matter) aren't ready to accept this alternative. The perception is that this is only done if you've failed in the job you have. Not so. For example, some people get into a position only to find their skills were better suited to their old job. Sometimes they decide they don't want to have as much responsibility because of things going on in their personal lives.

The common perception that "downward" is synonymous with "failure" is a tough one to change. Nonetheless, if individuals want to move in that direction, why stop them? For example, if a sales manager feels that he was more effective selling, why not let him go back to what he loves? He wins and the company wins. If a new mother wants to take a part-time job instead of the high pressure one she has, why not let her? The company keeps a good employee and the new mother has the lifestyle she wants.

Downward moves can become accepted alternatives if the company and individual play it right. The way the move is announced and implemented all determine whether people will use that option.

The organizational chart is changing from a pyramid to a spider web. The interconnecting functions and dotted-line reporting relationships are creating a new way of looking at career development. It makes sense, doesn't it? After all, shouldn't career growth reflect the company's needs and your personal choices?

Good managers know that employee satisfaction is essential to healthy teamwork, initiative and productivity.  Based on an in-depth study of the most innovative ideas in creating a culture where employees thrive, our recruiting & retention tools have all the secrets you will need to find and keep the best employees.

Creative Recruiting & Retention Strategies
Recruiting & Retention Booklet Series (Includes Joan’s booklet, 86 Creative Ideas for Having More Fun & Less Stress at Work)