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Career ladders clearly define advancement within an organizational structure and allow for advancement within the same job for increased levels of responsibility and higher pay (e.g., an Accountant I to Accountant II). Career paths provide for mobility between different job classifications.

Career ladders provide increased financial rewards in relation to increased responsibilities. Employees have the opportunity to progress along a career ladder or path by assuming higher levels of responsibility for more complex tasks with less supervision. To advance, employees should meet or exceed the performance standards of their current functional job description; demonstrate the knowledge, skills, and abilities outlined in the job qualifications for the next higher level; and meet minimum experience, education, and training requirements.

Dual-Career Ladders:

Dual career paths provide professional employees who are not interested in management opportunities for recognition and advancement. The dual ladder approach is used by companies who employ technical and scientific staff so there is opportunity for promotion and continue with their successl within their specialty. The key to the success of a dual-career ladder approach is by paying close attention to pay for management and technical performance in succession planning. Before implementing dual-career ladders, there are many questions to be answered with program design, implementation and the administration:

• Exactly, what are the needs of the organization?

• Is there a significant need to establish dual-career ladders?

• Are their issues of employees in both the managerial and technical areas?

• What are the advantages and disadvantages of dual-career ladders?

• Can you ensure management will follow through and support the concept?

• What would be the acceptance of dual-career ladders by the employees?

• How should the job structure be designed in the technical area?

• How should such a system be communicated to the rest of the organization?

• How should people be selected for both career ladders?

• What is the balance between management and technical employees?

• Will status, salary, and responsibility be equal in both career ladders?

• How should the program be administered and controlled?

• Where should the responsibility of the program be assigned?

• What will the program cost short term versus long term?

NOTE: Usually a task force is established to study the adaptability and to weigh the costs against the risks of losing good (hard to find) technical individuals.