Most of your employees don’t want to be managers. Here’s how to support what they do want

The traditional corporate ladder has employees climbing from entry-level to senior management. But the reality is most employees want none of that. In fact, according to research from Boston Consulting Group, less than one in 10 aspire to become managers.

Some of those employees might reconsider, given the opportunity. Nevertheless, the statistic reflects the reality that organizations need to consider how to help employees chart a path of longevity that does not necessarily include management. When employees do not want to become managers yet lack a viable alternative, they can be left unsatisfied, reducing employee engagement and retention for the organization.

Over time, the inability to retain those who do not aspire to become managers can grow into a problem for organizations. Though all businesses need capable managers to flourish, they also benefit from retaining employees who prefer to specialize within their field by offering growth opportunities and planning for appropriate compensation.

Employers should shift away from the conventional career ladder and begin envisioning employees as following a “career compass.” Unlike a career ladder, a career compass is a guiding force more than a step-by-step path. In collaboration with frontline managers, workers can explore their personal mission and values guiding them to their true north star. They can then identify opportunities within the organization to align their role with their goals.

To help employees find their path, and thus improve their worker retention, organizations should have a transparent conversation. They can then provide ample professional development opportunities and evaluate their compensation structures.

Open up the conversation

When employees sit down with their managers to discuss their career paths, they might feel reluctant to acknowledge they do not want to follow the traditional career path to management. In fact, they may even feel concerned that admitting as much could jeopardize their job. Some might not realize they have other options.

To make employees feel comfortable, frontline managers should start the conversation by asking employees whether they aspire to a management role or want to explore alternative paths. If an employee expresses their lack of desire to work toward a leadership position, managers need to uncover why. 

The answer can help point employees in the direction with the most personal fulfillment and long-term engagement. For example, the employee may feel so passionate about their field, they want to focus exclusively on their work without devoting time to leading others. Perhaps their ideal role is one of adviser and informal mentor, rather than manager. This enables the employee to  continue refining their expertise.

On the other hand, the employee may simply feel uncomfortable viewing themselves as a leader, unable to believe they have the aptitude to lead. That discussion could evolve in a different direction that allows managers to connect them with resources for leadership training.

Crucially, managers need to emphasize that career compassing is not a set career path. Rather, a career compass helps guide employees to find alignment between their position and their individual mission, values, and goals.

Invest in professional development

Professional development opportunities are critical for employees to align with their career compass. They are also a powerful retention tool as LinkedIn found in its 2019 Workplace Learning Report that 94% of employees would remain at an organization longer if their employer invested in helping them learn.

If employees choose not to become managers, then their lifelong learning becomes even more essential to their professional development. A robust learning and development program allows employees to continually explore and develop their careers, specializing in their areas of greatest interest and realigning their compass along the way. 

Many organizations structure compensation around the corporate ladder. At each level closer to a C-suite executive, employees earn more money. However, these traditional compensation structures can leave out those employees who do not want to enter leadership yet and wish to remain in the organization for many years.

For example, several major tech companies have devised compensation structures that offer equal pay for employees whether they choose a managerial role or continue as an individual contributor to their teams. These compensation structures have the benefit of ensuring those who want to become managers are genuinely interested in the track. They also reassure employees that their organization recognizes their value and contributions to their teams, even if they do not aspire to a managerial role.

Engaged employees at all levels are critical for organizations. Those employees who may not follow the traditional corporate ladder may be some of the most valued within the organization. As people move up within an organization, they become more removed from the core work—whether it is providing a product or service. Together, working with employees to ensure they are following their career compass can foster an organization rich with expertise and professionally fulfilled employees.