When oil prices are low and jobs are scarce, companies can get away with ignoring career development. At least for the moment, the tables have turned. To increase productivity and retain and attract employees, companies need to make people feel that they have a career, not just a job.
"Most of us joined companies expecting vertical progression, and our salary expectations were tied to that progression. Now we are wrestling with the implications of the widespread adoption of flatter organizational structures. With less space at the top, how do we progress? While organizational structures have changed, compensation schemes have failed to keep up. This sends a mixed message to the workforce, which is struggling to adapt to a new organizational paradigm. Giving up vertical progression means giving up financial reward," said one oilpatch veteran in reply to an e-mail survey.
"To reinforce a sense of accomplishment, we're going to have to reduce the enormous gap between senior executive and supervisory/second-line manager salaries, or else most of us will continue to figure we're on the Moses career trek. You wander the desert for 40 years and never make it to the Promised Land," added another.
Two segments of a company's personnel see regular promotions: new employees and high-potential employees. The majority of the staff is composed of cynical, midlife people, who may have gone many years since their last promotion. These people often are good strong contributors who are taken for granted by their employers. How should companies manage the people who comprise the largest percentage of their people portfolio?
Start by listening to what they want out of their lives.
One employee commented, "Many companies pay lip service to appraisal processes, and the employees know this. It breeds cynicism and mistrust."
Then take meaningful, not superficial, actions. "Corporations need to stop giving worthless clocks and token Wal-Mart certificates. They need to listen to employees and help them find a position of responsibility that fits their desires," said one worker.
Give people the opportunity to switch disciplines and grow. One person said, "I felt that I was being put in the geologist box and would remain in that box until I was put out to tend my roses. I would not be given the opportunity to develop new skills and competencies that I wanted to acquire, and therefore I chose to move elsewhere."
Help people make a real difference to the success of the company. Suggestions included, "Regularly update employees on what market stresses the company is attempting to address. Employees should be encouraged to make suggestions on how they, as individuals, may be able to help."
Clear, line-of-sight objectives are an important way of energizing and empowering people.
Don't forget the need for recognition. Survey suggestions included, "Respect people for their experience and recognize the contributions they make."
Compensate people in the ways that are most meaningful to them as individuals. Time is money, and people can be given a choice. Or, as one person said, "Treat people as a valuable asset, not like an old shoe to be tossed off for a newer, younger model."

Eve Sprunt, evesprunt@aol.com, is senior science and technology coordinator for Chevron Corp. This is the second of a two-part series that offers companies and individuals alternatives to dead-end careers. For the first part, "Reawaken your career," see the August 2001 issue, p. 112. Responses in quotes come from her broad network of contacts in the industry who respond to her e-mail surveys.

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