mlh global hr consulting View our Blog
You are here: Home >> Blog

Dual Career Stuctures - why have them


Over the course of my career I have been responsible for the design and implementation of a number of career structures and in particular dual career structures. I am a huge supporter of well defined, well supported schemes and often surprised by how little they seem to be used or how 'unestablished' they are.

A dual career structure is one where people can progress either:

  • via the 'normal' management structure and hierarchy - team leaders, junior manager, manager, senior manager, Director, etc - collecting more accountability, freedom to act (ideally) and subordinates at each level [plus pay and benefits, of course]; or
  • via a specialist, technical, or sole contributor ladder - specialist, senior specialist, principle specialist etc - collecting more recognition, freedom to think (ideally), plus pay and benefits, but no subordinates.

The aims of such a system tend to be along the lines of:

  • providing the opportunity for the best science, technology and specialist staff in the organisation to continue to develop their careers without moving into management positions
  • recognising specialist, sole contributors in ways comparable with their colleagues in senior management
  • to enable career development focus

The benefits of such structures are multiple for both individuals and organisations.

From an Individual's point of view these include: Being rewarded in specialist, non managerial, roles; Creating a community of top scientists and technologists (when used in an R&D environment);
High profile appointment recognising contribution to the organisation; Being able to develop deep expertise which benefits the organisation and brings personal satisfaction (without sacrificing career advancement)

From the Organisation's side these benefits include: Increasing motivation and retention of key staff; Keeping people in science and technology careers; Encouraging and rewarding creativity and contribution of all specialist staff; Developing people and their specialist (science, technology, IT, even legal, Intellectual Property etc) direction; not forcing employees with ambition to take on managerial roles which they may neither enjoy nor excel at.

As a final comment, the 'community' side of these schemes should not be underestimated. When you think about it, there is a lot that goes into community building on the managerial side - either through forum such as conferences, leadership meetings etc, or even just via normal management meetings - but sole contributors can sometimes become marginalised. Inviting them to management meetings is not the solution but facilitating community building, experience sharing and other such activities can release energy and enhance their impact on and contribution to, the organisation as a whole. Frequently this requires the lightest of management touches - once the thing has been kicked off.



Published by: Lisette on 05/06/2009 - Add a comment

Be the first to comment:
Care to make a comment? Please use a real email address otherwise your comment will be deleted.
Name*:
Email*: Email will not be published
Comments:

Back to top