DUAL-CAREER PATHS

Prepared by PS

Introduction & General Overview

Hill (1992) defined the Dual-Career Paths (shall be referred to as DCP in the entire
text) as a track providing two equivalent career progressions, one to recognize managerial
progressions and one to recognize technical contributions. Also called the Dual-Career
Ladder, it is an innovative organizational structure that aims to give opportunities to technical
experts who do not intend to pursue managerial positions, without compromising a possible
hierarchical advancement and a higher compensation. The Dual-Career path is tailored for
organizations composed of technical experts such as engineers, scientists, computer
programmers, and the like, who possess technical competencies that can significantly
contribute to the organization but not necessarily equipped with skills needed to take
managerial positions.
The DCP is more commonly used in organizations that require technical training and
expertise beyond the basic level, known for rapid innovation, and those whose employees
receive licensure or national credentials (Career Development: What Is A Dual-Career
Ladder?, 2012). James R. Bowers, vice-president for chemical industry consulting at Hay
Group, a Philadelphia-based human resources consulting firm said,
...the dual approach says that you can move up the scientific track and be paid at an
equivalent level to a supervisor or a manager by being a really excellent scientist and
bringing value through innovation, ideas, and scientific leadership. In a different kind
of way, it's a manager of ideas, technology, or intellectual capital rather than a
manager of people with the administrative activities typically associated with
[management] (Farren, 2008).
The restructuring of an organization through the implementation of the DCP is
executed to boost the organizations success through appropriately rewarding its technical
experts by giving them an alternative promotion that is not restricted in the traditional
managerial upward mobility of employees. Hence, it can be an effective program for utilizing
talents in the technical field and maximizing their skills.
 Figure 1. Sample organizational hierarchy in Dual-Career Path (Hill, 1992, p. 16)

The Need for the Dual-Career Paths

Hill (1992) formulated benchmark questions to determine whether it is beneficial for
an organization to implement the DCP or not:
1. Is the technical field or profession deep enough that knowledge and skills can
reasonably be expected to grow (and therefore allow the individual to
contribute at increasingly higher levels) throughout a career?
2. Are attracting, retaining, and developing these technical competencies critical
to the success of the organization?
It is important to note that the DCP is not a substitute for merit pay, therefore,
organizations that consider having this track without affirming the aforementioned questions
are most likely exhausted by the annual merit increase ritual, and the DCP is not for them
(Hill, 1992).

Advantages
Hill (1992) also pointed out the advantages of implementing the DCP in organizations
involving technical expertise. The DCP benefits recruitment, costs, productivity, and
development.
1. More successful hiring practices
Can attract a larger pool of applicants (who do not have managerial ambitions)
 2. Reduced turnover
DCP can lead to higher job satisfaction because employees with technical
skills will be given the opportunity to choose their own career paths
(whichever they prefer), hence, turnover can be reduced.
3. Improved training and development focus
Training can be focused on improving the technical skills of employees, rather
than making them well-rounded (because managerial skills are not very much
necessary for them).
4. Lower management costs
The rise of high-level technical ability can minimize the need for managerial
positions in the departments involved.
High-level technical contributors have high levels of problem solving
skills, autonomy, and leadership.
5. Higher productivity
Mentioned advantages can lead to higher technical productivity.

Designing Dual-Career Paths

In developing a DCP system, a work group should be comprised of different
representatives: individual contributors, managers, and human resource representatives (Hill,
1992). According to the same source, the individual contributors and managers need to bring
technical knowledge and business requirements in creating the program, whereas the human
resource representatives should contribute in job evaluation and ensure internal pay equity.

Steps to take when considering to develop a DCP:

1. Select and define evaluation factors
Construct a methodology to break a job down into factors relating to value and
contribution.
Ex. Knowledge and skills, decision-making, innovative thought, etc.
2. Define factor degrees
Factors should be separated in degrees.
Management factor degrees vs technical factor degrees
3. Evaluate and define career levels
Uses factors to assist in the actual evaluation of job
 Enough technical career levels to cover advancement of outstanding
professionals
4. Develop career-level descriptions
Contains title, career-level evaluations, advancement criteria, educational
requirement, & experience
5. Classify individuals
Comparison of current position duties and responsibilities to career path levels
The needs of the business at each career level
6. Develop a schedule of salary grades and ranges
Compare each level to the market to determine competitive wage
Relate range of pay to length of time the organization expects the professional
to stay in a particular position
7. Communicate the program
Present to managers to be acquainted to the program
One-on-one meetings between managers and subordinates
Each employee should be given an organizational chart. See Figure 1.

Conclusion
The Dual-Career Paths are alternative organizational structures that have implications
mainly on technical experts and their upward mobility in an organization. Literature has
shown that it is effective in reducing turnover by a possible higher job satisfaction, can
narrow and streamline work focuses, lower costs in management, and eventually improve
productivity. It can impact both the internal and external operations of an organization
involved in technical processes. However, it should be carefully designed by a work group
involving individual contributors, managers, and human resource representatives.
 References

Career Development: What is a dual career ladder? (2012, November 27). Retrieved June
1, 2016, from https://www.shrm.org/templatestools/hrqa/pages/termdualcareer.aspx

Farren, C., Ph.D. (2008, November). Career Paths: Mapping Ladders and Lattices. Retrieved
June 01, 2016, from
http://www.masteryworks.com/newsite/clientimpact/impact_archives_nov08.html

Hill, R. (1992, July/August). Dual-Career Paths: Recognizing the Technical Contributor.

Journal of Compensation and Benefits, 10-16. Retrieved from Hill, R. (n.d.). Dual-
Career Baths. Retrieved June 1, 2016, from http://www.tandehill.com/pdfs/dual-
career-paths.pdf