Editorial
Careers are shifting away from traditional, linear paths. Today, more individuals prioritize work-life fit when making career decisions, often seeking non-traditional employment relationships that offer more autonomy, flexibility and choice.
Yet the outdated career management practices and career ladders in place in many companies no longer suffice in this dynamic work environment. Engagement surveys continuously cite a lack of career development as a reason for disengagement.
Below we explore the career lattice as an alternative approach to talent mobility and outline four key actions organizations need to take for its successful adoption.
Why Traditional Career Approaches Did Not Lead to Greater Mobility
As well-intended as previous approaches to career management were, various factors derailed them, leading to talent feeling disengaged and dissatisfied with their careers. Here are some of those factors:
- Developing talent for other organizations: A recurring claim was organizations didn’t want to invest in careers, for the fear that talent would leave to pursue greener pastures. In reality, talent tends to stay with employers that invest in their careers, especially where they see future growth opportunities internally.
- Talent hoarding: Managers often block employees from pursuing other internal opportunities, fearing a loss on their investment in the employee. This practice is particularly prevalent in larger organizations where internal competition can stifle talent mobility.
- Lack of visibility: Traditional internal career portals limit the visibility of available opportunities, making it hard for employees to find new roles or projects within the organization. Opportunities often extend beyond formal job postings, including gigs, secondments and cross-functional projects, requiring greater transparency and accessibility.
- Limited self-insight: Employees often lack insight into their transferable skills, leading them to follow conventional career paths or reactively manage their careers. Without a clear understanding of their strengths and potential, employees may miss opportunities that align better with their skills and interests.
- Rigid work architecture: Traditional job structures focus on job progression rather than a collection of varied experiences over time. This inflexible approach can limit employees' ability to explore diverse roles and gain various experiences.
- Insufficient career data: Historic limitations on available data to guide career decisions are giving way to modern, data-driven approaches that inform evidence-based mobility and development decisions. Employees gain more precise insights into potential career paths as a result.
Related Article: The High Cost of Talent Hoarding
Moving to a Career Lattice Approach
Historically, careers were seen as a sequential progression up a career ladder, marked by increasing status, responsibility and financial gain. This predictable model worked well in a stable world, where individuals "paid their dues" until they were ready for promotion. However, our current unpredictable work environments demand more flexibility. Employees now seek varied opportunities that align with their ambitions, life stages and organizational needs. The career lattice approach has emerged as a result, offering a 360-degree perspective on career mobility.
A career lattice provides multiple career paths, allowing employees to explore different opportunities based on their skills and aspirations. Unlike the linear progression of a career ladder, the lattice model facilitates lateral, diagonal and even step-back moves, giving employees the freedom to develop a broader range of skills and experiences. This model enhances employee engagement, increases retention and ensures organizations can access a wider range of skills.
5 Actions to Adopt a Career Lattice Approach
1. Change the mindset on talent ownership
A career lattice can only work when the organization changes its mindset on talent ownership. Talent is not owned by managers, but should be owned collectively by the organization to be deployed where it will add the most value, align to the goals of the organization and the individual, and create the biggest impact.
2. Educate Stakeholders
Educate managers and other stakeholders on the benefits of the career lattice approach. Dispell any myths and promote a culture of talent mobility. This includes demonstrating how this approach can help access more skills, increase attractiveness as an employer, and keep employees engaged.
3. Gather Skills and Career Data
A critical enabler of the career lattice approach is collecting data on skills and career movements within the organization. This helps map how skills are connected to various roles and identifies potential career paths. Technology can help visualize opportunities so employees can see how they can develop and move within the organization. For example, by tracking skill sets such as process modeling or data analysis, HR can highlight potential moves into roles like customer journey mapping or data science.
Moreover, understanding the motivations behind employees’ career moves can provide valuable insights. Gathering this information through interviews or surveys can help tailor career development programs to better meet employees' needs and aspirations.
Related Article: Internal Mobility Is a Win for Everyone, But it Still Isn't Happening. Here's Why
4. Equip Individuals to Build Skills Portfolios
Employees should understand and document their skills based on evidence and feedback. HR can assist by using career stories and a consistent skills taxonomy,helping employees recognize their strengths and align them with opportunities. For instance, a financial services provider might ask employees to validate their skills through professional qualifications or peer feedback, creating a robust internal talent profile.
Encouraging employees to maintain an updated skills portfolio can empower them to take charge of their career development. Platforms like LinkedIn already use skills taxonomies and proficiency checks, which organizations can replicate internally to ensure consistent and reliable skill validation.
5. Create Visibility of Opportunities
Make all opportunities visible and accessible to employees. Internal opportunity portals can help employees explore roles, gigs and projects that match their skills. For example, employees interested in developing new skills might signal their interest in upcoming projects, allowing HR to match them with suitable opportunities.
Creating a transparent and accessible internal job market encourages employees to take proactive steps in their career development. Organizations like Mastercard have successfully implemented such platforms, enabling employees to seamlessly explore new roles and projects. This approach enhances career mobility and aligns employee development with organizational needs.
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Conclusion
The career lattice approach offers a flexible and dynamic way to manage careers and aligns with modern workforce needs. By adopting this model, organizations can enhance employee engagement, retain talent and access broader skills. By taking the four key actions — educating stakeholders, gathering data, equipping individuals with skills portfolios and creating visibility — your company will successfully make the transition from career ladders to career lattices.
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