You've all met the amazing sales person right? The one who dominates with clients, pitches a solution effortlessly, and arrives with the documents signed, sealed and delivered without batting an eye. Now have you watched as organizations try to promote that guy into management? Typically - it's a massive flop. The best sales guys are not meant to be the best managers - keep them in the role that they are good at. I beg of you...please. The best sales guys (in my experience) have been the biggest headaches for me. Let's just say Michael Scott exists - in at least 1 out of every 5 organizations.
The same goes on in the tech world - you've met him. That guy who sits in the corner and knows the server inside and out, or the guy who can develop a software program without thinking and have it do, look, feel even smell the way you want it to. But can he talk to people? Typically - not really. Should he be leading a team? No. Not if it doesn't play to his strengths. Not if he doesn`t have help. That's just asking for a disaster. And yet, many organizations still do it - promote those into management that simply shouldn`t be. But why?
It's one of two things: recognition (of the title/status) and money (perception that management makes more).
So if management isn't the answer - what can an organization do?
Have you heard the term dual-career ladder? If not, it is a set of one or more non-supervisory jobs in a job series which receive higher pay than traditional non-supervisory jobs because they require the performance of higher level and more complex duties and possession of advanced, specialized skills not generally required of similar non-supervisory jobs. How is that for technical HR talk? (Yup, even we speak geek occasionally).
Simply put - you have two paths of growth in an organization:
1.) One that recognizes the technical growth and promotion as a subject matter expert, paying the individual for the levels of growth as they would from a managerial side
2.) One that recognizes management skills and ability to lead
It seems easy and works even in sales - make him a subject matter expert and get him to talk about himself and his success in training sessions (sales guys love that!) just don`t give him management titles or responsibility. He`ll end up making more (especially those on commission) because they are doing what they are really good at - and they help the organizatio by providing valuable tips they`ve been successful with. As for the techie - send him to courses, give him a new title representing his knowledge etc., and don`t forget about the pay increase (for this to work, it has to be on par with a manager`s pay increases).
The pitfalls - don`t undervalue the technical side. Employee`s aren`t stupid and if they feel like you`ve made the technical side a lot harder to achieve in order to achieve recognition and monetary rewards, they are going to want to become managers instead. Make both ladders tangible and exciting and have them pick which route they want to take to the top. Empowerment. Choice. People love that!
You have a need for both in your organization - so provide the option and of course, walk the walk as you talk the talk. There aren`t always enough management spots open - but there are always ways to recognize success.
Want to learn more about implement Dual Career Ladders? Visit http://www.elevatedhr.com/ and contact me!
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