Q:  Last week we bemoaned the fact that some younger workers are impatient about career advancement and discussed some factors that might be contributing to those sometimes unrealistic expectations.  We concluded that regardless of the reasons, the fact is  that the we live in a fast-changing, inpatient world and the traditional, linear career-path needs to be revamped if companies want to retain their talent.

So how can we tweak and adapt career and advancement philosophy to deal with the young and the restless?

A:  Here are some options:

First, keep an eye out for high-potential performers.  They are the ones that will easily get bored.  Focus on developing their skills and keeping them challenged.

Discuss career aspirations often -not just during yearly performance evaluations.  Be open and honest.  If needed, give them a dose of reality.  There are some fields (engineering, law, medicine among many) where safety, quality and sound business practice require experience, and there are simply no shortcuts.  But in newer fields, like technology, where career paths are uncharted there’s plenty of room for –excuse the cliché–innovation.

If you have flexibility, create not just career paths but branches.   For example, moving from associate account executive,  to account executive, to senior account executive is a path leading to sales manager.  But what if along the way, a sales person had an interest in the creative and could cross-train and explore other paths; what if they didn’t want to be manager but wanted to specialize their genius for sales some other way?  You get the idea.

Let them know how their contribution impacts the big picture.  Have you heard the apocryphal story of JFK and the janitor during a visit to NASA?     He supposedly asked the janitor, ”What is your job here?” To which the janitor responded, “I’m helping to put a man on the moon”.   In other words, we all want to feel –younger workers especially– like we are part of a larger picture. It’s up to us to let them know what that is.  How? By including them — not so much in decision making— but in the whats and whys of the business.

Lastly, accept that you won’t be able to save everyone, even if you try. But part ways amicably.  Wish them well, stay in touch.  Who knows, they may boomerang and bring back skills you’d only dream of.

©Copyright Eva Del Rio

Eva Del Rio is creator of HR Box™ – tools for small businesses and startups. Send questions to Eva@evadelrio.com