Hello friends, I am working on Career Ladder in an American company in USA, I need some information regarding this. If someone worked on that, Please help me. Thanks n Regards Vandana
From United States, Peoria
From United States, Peoria
Hi Vandana,
Career Ladder is classified within the discipline of particular job families. Forst you have to identify the job family matrix and then define as per organization philosophy. the nature and level of job in hierarchy shall be placed as per your job evaluation methods on point rating scale or adapt any of the other principles as approved by your companies HR policy. You may also choose job weightages for rating those jobs to place into proper order.
I hope this advise will work for you.
Regards,
Sawant
From Saudi Arabia
13Career Ladder is classified within the discipline of particular job families. Forst you have to identify the job family matrix and then define as per organization philosophy. the nature and level of job in hierarchy shall be placed as per your job evaluation methods on point rating scale or adapt any of the other principles as approved by your companies HR policy. You may also choose job weightages for rating those jobs to place into proper order.
I hope this advise will work for you.
Regards,
Sawant
From Saudi Arabia
Ladders
All salaried jobs are organized into broad groupings of jobs called ladders. Jobs
with similar attributes, type of work, knowledge, functions, skills, and market
values are assigned to one of six job ladders.
1. Management
with similar attributes, type of work, knowledge, functions, skills, and market
values are assigned to one of six job ladders.
1. Management
Individuals at the top of this ladder establish the overall mission, vision, strategy, and
culture necessary for the Laboratory to succeed. Others integrate programs, technologies, and opportunities with other major organizations, both within and outside the company, and with customers, sponsors, and stakeholders. Includes all supervisors and managers who spend the majority of their time directly leading, supervising, and/or managing people and/or programs. Leadership Team, division directors, program directors, program managers, group leaders, and supervisors of bargaining unit employees.
culture necessary for the Laboratory to succeed. Others integrate programs, technologies, and opportunities with other major organizations, both within and outside the company, and with customers, sponsors, and stakeholders. Includes all supervisors and managers who spend the majority of their time directly leading, supervising, and/or managing people and/or programs. Leadership Team, division directors, program directors, program managers, group leaders, and supervisors of bargaining unit employees.
Exempt staff whose primary responsibility is to directly plan, conceive, conduct, and/or
manage research and development for the Laboratory's customers and sponsors.
Incumbents generally have B.S., M.S., and Ph.D. degrees in specialized areas of science
and technology and work in areas such as biological and environmental sciences, energy
and engineering sciences, neutron sciences, and physical and computational sciences.
manage research and development for the Laboratory's customers and sponsors.
Incumbents generally have B.S., M.S., and Ph.D. degrees in specialized areas of science
and technology and work in areas such as biological and environmental sciences, energy
and engineering sciences, neutron sciences, and physical and computational sciences.
From Saudi Arabia
VANDANA,
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
===============================
Career Ladders
The Career Ladders Initiative is designed to meet entry-level, incumbent STAFF' needs for opportunities to advance toward positions with more responsibility, skill, and compensation, and employers' needs to recruit and retain a skilled, highly trained /TALENTED workforce.
The Initiative has developed effective strategies to create career ladder models in
a number of areas like
*job enlargement for vertical promotions.
EXAMPLE
-a quality engineer being trained for ''ASST. PRODUCTION MANAGER''.
the engineer receives training
*technical subjects on one side.
**managerial skills on the other side.
to groom the person for job.
-------------------------------------------------------------
*job enrichment/ rotation for horizontal movements.
-a functional consultant being trained for ''APPLICATIONS CONSULTANT''.
the functional consultant receives training in the
applications of the software.
---------------------------------------------------------------
*dual training programs for technical jobs.
- a R&D manager being groomed for the ''MANUFACTURING SERVICES
MANAGER'' position.
the manager receives training
*technical subjects on the one side.
**managerial/ softskills on the other side.
to groom the person for the position.
========================================
Career ladders can be used by employers for:
Employee retention – career ladders provide an incentive for employees to stay with an organization when they see opportunities to advance. Employers save on costly turnover, recruitment, and training expenses.
Performance incentive – the opportunity for advancement motivates employees to produce and perform well on the job and to acquire new knowledge and skills.
Succession planning – career ladders enable organizations to plan for and develop the skills, knowledge, and abilities they need now and in their future workforce.
A boost to small firms – regional industry-based career ladder strategies spread the expenses of developing and maintaining career ladders and training among participants. This makes career ladder programs affordable for small and medium-sized employers rather than just large employers.
Career development programs – the graphic representation of career ladders provides an easily understood tool to help career counselors and individuals plan careers and make decisions.
Moving Sideways can Help STAFF Move Up.
There are several reasons to consider a lateral move to a job that has almost the same level of responsibility and wages, but different duties. A new position allows a worker to gain new skills, experiences, and knowledge and work in a different environment, all of which are beneficial when looking at moving up a career ladder. In addition to giving workers a sense of success in accomplishing a new set of tasks, it can also keep them from getting bored. Staying within comfort bounds is fine for some, but others get tired of doing the same thing day after day, week after week, and month after month. Finally, meeting new people in a new role may help with communication skills, open doors to promotions, and help with networking when new opportunities arise.
The CAREER Ladder provides a formalized way to recognize the professional development of the staff.
The CAREER Ladder helps to further professionalize the field of technical jobs. Professionalization requires active participation of the field and requires collaboration with the development programs.
The CAREER Ladder provides a system that will help THE COMPANY track the education and training level of the workforce.
The CAREER Ladder provides a structure that can eventually be linked to wage increases and wage supplement programs. The CAREER Ladder incorporates ALL THE <link outdated-removed> ( Search On Cite | Search On Google ) that can help you make purposeful and balanced decisions about training.
A specialized Career Ladder provides you with a roadmap for achieving your training, development and professional goals. The Career Ladder supports you as you increase your training and education to improve the quality of the staff. By providing a clear picture of where you are now on your career path, you’ll know exactly what is needed to advance to the next level.
There is no standard career ladder template. A career ladder is simply a means of describing someone's career path and advancement options, and the journey the person takes along this path. Career ladders exist in all shapes and sizes and, in today's work environment, are starting to look more like lattices or webs than ladders, with staff moving to similar level jobs for comparable pay to gain knowledge and experience before making another upward move. Career ladders are as unique as staff.
Why Talk About Career Ladders?
Workers and employers have reason to acknowledge career ladders. For many people, having a goal is what keeps them going. Whether it is based on saving money, losing weight, or moving up their career ladder, goals keep many motivated and give them a sense of achievement – something people often need to stay enthusiastic about their jobs.
Each rung on a career ladder represents a goal or achievement. Some may consider the top rung their ultimate career goal while others don't have a top rung because they don't have one final goal, or the top may continuously move up a little farther throughout their working lives.
Some employers are taking a proactive approach and making career ladders part of the work environment. These employers have seen how dead-end jobs – those with little if any upward movement potential – may not be satisfying to their employees. Workers in dead-end jobs who want to move up have little choice but to switch jobs, occupations, or employers. Hence, career ladders are a retention as well as a training issue for employers.
When employers bring the concept of career ladders into their work environment, it can increase employee retention by giving workers clear opportunities to learn new skills and advance to higher-level positions. Without employers outlining career advancement opportunities, employees may not realize they don't have to change employers to move up. During job interviews, the prospects for advancement are commonly questioned by interviewees, who use this information when analyzing the position against their career goals. Employers with a clear understanding of their business' career ladder opportunities are better equipped to respond to job applicants' questions
=======================================
From India, Mumbai
HERE IS SOME USEFUL MATERIAL.
REGARDS
LEO LINGHAM
===============================
Career Ladders
The Career Ladders Initiative is designed to meet entry-level, incumbent STAFF' needs for opportunities to advance toward positions with more responsibility, skill, and compensation, and employers' needs to recruit and retain a skilled, highly trained /TALENTED workforce.
The Initiative has developed effective strategies to create career ladder models in
a number of areas like
*job enlargement for vertical promotions.
EXAMPLE
-a quality engineer being trained for ''ASST. PRODUCTION MANAGER''.
the engineer receives training
*technical subjects on one side.
**managerial skills on the other side.
to groom the person for job.
-------------------------------------------------------------
*job enrichment/ rotation for horizontal movements.
-a functional consultant being trained for ''APPLICATIONS CONSULTANT''.
the functional consultant receives training in the
applications of the software.
---------------------------------------------------------------
*dual training programs for technical jobs.
- a R&D manager being groomed for the ''MANUFACTURING SERVICES
MANAGER'' position.
the manager receives training
*technical subjects on the one side.
**managerial/ softskills on the other side.
to groom the person for the position.
========================================
Career ladders can be used by employers for:
Employee retention – career ladders provide an incentive for employees to stay with an organization when they see opportunities to advance. Employers save on costly turnover, recruitment, and training expenses.
Performance incentive – the opportunity for advancement motivates employees to produce and perform well on the job and to acquire new knowledge and skills.
Succession planning – career ladders enable organizations to plan for and develop the skills, knowledge, and abilities they need now and in their future workforce.
A boost to small firms – regional industry-based career ladder strategies spread the expenses of developing and maintaining career ladders and training among participants. This makes career ladder programs affordable for small and medium-sized employers rather than just large employers.
Career development programs – the graphic representation of career ladders provides an easily understood tool to help career counselors and individuals plan careers and make decisions.
Moving Sideways can Help STAFF Move Up.
There are several reasons to consider a lateral move to a job that has almost the same level of responsibility and wages, but different duties. A new position allows a worker to gain new skills, experiences, and knowledge and work in a different environment, all of which are beneficial when looking at moving up a career ladder. In addition to giving workers a sense of success in accomplishing a new set of tasks, it can also keep them from getting bored. Staying within comfort bounds is fine for some, but others get tired of doing the same thing day after day, week after week, and month after month. Finally, meeting new people in a new role may help with communication skills, open doors to promotions, and help with networking when new opportunities arise.
The CAREER Ladder provides a formalized way to recognize the professional development of the staff.
The CAREER Ladder helps to further professionalize the field of technical jobs. Professionalization requires active participation of the field and requires collaboration with the development programs.
The CAREER Ladder provides a system that will help THE COMPANY track the education and training level of the workforce.
The CAREER Ladder provides a structure that can eventually be linked to wage increases and wage supplement programs. The CAREER Ladder incorporates ALL THE <link outdated-removed> ( Search On Cite | Search On Google ) that can help you make purposeful and balanced decisions about training.
A specialized Career Ladder provides you with a roadmap for achieving your training, development and professional goals. The Career Ladder supports you as you increase your training and education to improve the quality of the staff. By providing a clear picture of where you are now on your career path, you’ll know exactly what is needed to advance to the next level.
There is no standard career ladder template. A career ladder is simply a means of describing someone's career path and advancement options, and the journey the person takes along this path. Career ladders exist in all shapes and sizes and, in today's work environment, are starting to look more like lattices or webs than ladders, with staff moving to similar level jobs for comparable pay to gain knowledge and experience before making another upward move. Career ladders are as unique as staff.
Why Talk About Career Ladders?
Workers and employers have reason to acknowledge career ladders. For many people, having a goal is what keeps them going. Whether it is based on saving money, losing weight, or moving up their career ladder, goals keep many motivated and give them a sense of achievement – something people often need to stay enthusiastic about their jobs.
Each rung on a career ladder represents a goal or achievement. Some may consider the top rung their ultimate career goal while others don't have a top rung because they don't have one final goal, or the top may continuously move up a little farther throughout their working lives.
Some employers are taking a proactive approach and making career ladders part of the work environment. These employers have seen how dead-end jobs – those with little if any upward movement potential – may not be satisfying to their employees. Workers in dead-end jobs who want to move up have little choice but to switch jobs, occupations, or employers. Hence, career ladders are a retention as well as a training issue for employers.
When employers bring the concept of career ladders into their work environment, it can increase employee retention by giving workers clear opportunities to learn new skills and advance to higher-level positions. Without employers outlining career advancement opportunities, employees may not realize they don't have to change employers to move up. During job interviews, the prospects for advancement are commonly questioned by interviewees, who use this information when analyzing the position against their career goals. Employers with a clear understanding of their business' career ladder opportunities are better equipped to respond to job applicants' questions
=======================================
From India, Mumbai
Hello,
I am working on career ladders and designing the same. I have gone through some of the posts and have gathered the basic understanding on the same.
However, as this would be my first project on career ladders, it would be great if could get to see some formats. I am sure some of you would be able to help me in this.
Regards,
From India, Surat
I am working on career ladders and designing the same. I have gone through some of the posts and have gathered the basic understanding on the same.
However, as this would be my first project on career ladders, it would be great if could get to see some formats. I am sure some of you would be able to help me in this.
Regards,
From India, Surat
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