C2. Types of Career Paths, Career Development, and Management Development

Traditional/Linear Career Path (Vertical Advancement)

Career path where an individual starts at an entry-level position and systematically moves up through hierarchical roles within the same organization or industry

Lateral Career Path (Horizontal Movement)

Career path where an individual moves across to a different role at a similar level within the same organization or to a similar role in a different industry. Usually with the goal of job enlargement

Spiral/Portfolio Career Path

This path involves making significant, but related, career changes every few years, often building on transferable skills. Usually ends up with diversification of skills and exploration of the field

Expert/Specialist Career Path (Individual Contributor)

Career path where individuals on this path focus on deepening their expertise in a specific technical, scientific, or creative field (Job enrichment)

Entrepreneurial Career Path

It’s characterized by innovation, risk-taking, self-reliance, and the pursuit of opportunities to create value. It involves high autonomy, significant risk and reward, requires diverse business skills

Freelance/Gig Economy Career Path

Individuals on this path work independently on a project-by-project basis for multiple clients, rather than being a full-time employee of one organization

Dual Career Ladder

This allows highly skilled individual contributors to advance in pay and prestige without having to take on management responsibilities. Usually helps retain valuable technical talent

Demotion

The process of moving a worker to a lower level of duties and responsibilities, typically involves a reduction in pay

Career Development

A lifelong series of activities that contribute to a person’s career exploration, establishment, success, and fulfillment

Formal

Type of career development that includes short-term training programs, education, certification, workshops, or seminars that can help build skill sets for a particular job or industry

Informal

Type of career development that includes mentorship opportunities, network events, online courses, internships, and volunteering experiences

Management Development

A systematic and ongoing process of enhancing skills, knowledge, and abilities of individuals in managerial positions or those aspiring to such roles

Succession Planning

Involves developing workplace plans for the company’s top positions

Mentoring

Emphasizes long-term career and personal development by leveraging a mentor’s experience and guidance to build the mentee’s confidence, knowledge, and network

Reverse Mentoring

A process in which older employees learn from younger ones

Coaching

Focuses on immediate performance improvement by providing targeted support and feedback to develop specific skills and knowledge

Performance Appraisal

Evaluating an employee’s current and/or past performance relative to performance standards

360-Degree Feedback

Feedback is obtained from multiple sources

Graphic Rating Scale

One of the oldest and most common appraisal methods. It lists a set of performance factors (e.g., quality of work, teamwork, communication, initiative) and a scale for rating each factor

Alteration Ranking Method

Technique of performance appraisal that involves ranking employees from best to worst on a specific trait or overall performance

Paired Comparison

Performance appraisal that involves comparing every employee with every other employee in a group, one pair at a time, on a single performance criterion (e.g., overall effectiveness)

Forced Distribution (Rank or Yank)

Requires the appraiser to place a certain percentage of employees into various performance categories

Critical Incident Method

Appraisal that involves the supervisor keeping a running log or record of specific, observable examples of an employee’s effective and ineffective job behaviors (critical incidents) throughout the appraisal period

Behaviorally Anchored Rating Scales

Appraisal that uses specific behavioral examples (critical incidents) to define different levels of performance for each performance dimension

Management by Objectives

A goal-oriented approach where the supervisor and employee collaboratively set SMART objectives for the upcoming appraisal period

Computerized and Web-based Performance

Involves using software platforms and online systems to manage the entire performance appraisal process

Electronic Performance Monitoring

Involves using technology to electronically track and monitor an employee’s work activities, output, and behavior

Conversation Days

A more modern, informal, and continuous approach to performance management that emphasizes regular, open, and two-way dialogues between managers and employees about performance, development, and career aspirations