Advanced Career Development Practices that Create a Culture of Mobility and Expand Employee Career Horizons with Technology.

Top creators

Wowledge Expert Team
Principal level
127 Wows earned

This guide is part of a progression set comprised of Core, Advanced, and Emerging Career Development practices.

What it is

Advanced Career Development creates and manages a culture of career mobility by building a structured foundation for comparing jobs with overlapping capability requirements. It actively engages all employees, while leaders and functional managers actively promote and support transfers for individual development. Additionally, it identifies career paths that are not only vertical and within a function, but also include lateral and cross-functional movement. It becomes a standard aspect of a career in the organization with mobility upward and across for broad development opportunities that map to an individual’s strengths and preferences. 

Technology plays a significant role in automated HR and Talent systems organizing roles and their requirements, providing transparency of career options, bringing integrated data from other HR processes, and recommending career paths and learning options aligned to employee skills, goals, and aspirations. It creates transparent requirements for higher-level and developmental assignments that open new position and career opportunities for all employees.

Why use it

The combination of a culture of mobility with transparent job roles and their requirements in an advanced state creates enhanced fairness and access to growth for “hidden” talent – those employees who are not identified by their managers for promotion or development assignments. This enables the democratization of the career development process and supports the development of a more diverse and inclusive set of future leaders and critical role contributors.

Changes in career development expectations among the younger generations who are increasingly becoming a large portion of the total workforce – Gen Y and Z workers - are driving much of this focus with higher aspirations for career development and growth than predecessor generations. Additionally, shortages of workers in critical skill areas (e.g., data science, nursing, and engineering fields) are driving an increased focus on developing and retaining current employees in such fields as a competitive advantage for companies. Career growth is often heralded as a top reason for employees continuing to work for an organization. 

Practice guides at this level

Creating a culture of internal mobility that supports employee development and retention.

Gaining buy-in and active support from leaders and employees for regular movement for the benefit of the larger business.

Developing competency models that guide feedback and development goals.

Identifying behavioral standards that guide the application of knowledge, skills, and abilities required for each role.

Defining career lattices to define robust lateral and vertical mobility.

Creating pathways that inform the movement of people both vertically and horizontally, and within and across functional lines for unique development experiences and exposure.

Leveraging career development technologies and resources for enhanced opportunity identification.

Identifying and selecting systems that automate the manual work of competency development, success and talent profiles, and the identification of career paths and development options.

Access practice guides

Become a member

Enjoy access to stage-based practices, step-by-step guides, and tools to build strategic HR programs.

      Get started for FREE