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Lieven
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A disadvantage of this model whilst using it in front of employees is that it accentuates vertical growth of individuals as the only careerpath. Careerpaths can be, on the one hand, more complex and less linear upwards (eg doing various jobs). On the other hand the model is less clear about career tracks of experts (eg academical world) or program leaders (eg IT) which follow similar steps in parallel with this model without ending as executives. Within the view of talent scarcity, these parallel tracks can be as valuable for a company as moving to the executive level. Translating these tracks into a coherent compensation and benefit practice is an interesting challenge. (...) Read more? Sign up for free
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James Hebbard, Management Consultant, South Africa
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Danger of Leadership Pipeline
I agree with you, however remember that this model is primarily focused on developing leaders from within the organisation. Leaders who will one day (hopefully) be the CEO or part of the executive management team. It is a leadership developmental tool, not a remuneration (pay-levels/grades) tool, or a career path tool. It must also be realised that it is very dangerous for a company to create the perception with their people that the only way to get a raise is to "climb" the leadership pipeline, especially if it is not what they want to do in the first place. Often the most damage is done when "specialist managing self" individuals become managers of others, both to the company (best person doing the job is removed), and to the individual ("forced" to move into a position they are not prepared for, or actually want).
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