Employee Training and Development: Lateral Movement Strategies

Introduction

It is not unusual for development managers who have worked in their positions for a significant amount of time to begin to feel listless and to desire a new challenge at work. For most employees who remain at an organization for any substantial length of time, such a feeling is nearly inevitable. However, there are a number of recommendations and best practices that employees can implement to change these circumstances for the better.

Lateral Movement Within Organizations

Ideally, such employees can move up in an organization and attain greater responsibility along with improved salaries and benefits packages. Many, however, find themselves in situations where, for whatever reason, upward movement is not possible. In these instances, lateral movement is not only desirable — it is also necessary to eventually gain upward mobility. Lateral movement is simply taking on different responsibilities and different positions within an organization that are not based on either promotions or demotions. Instead, such moves function as a way for employees to showcase their versatility and utility to an organization — and to the superiors who make decisions about promotions. In this way, lateral movement allows employees to "move across diverse businesses and gain experience in a variety of industries" (Hymowitz, 2003).

Using Annual Reviews and Mergers to Move Laterally

One of the primary ways that longstanding managerial employees can diversify their experience within their company is through annual reviews. During these sessions, an employee's work is evaluated, and they have an opportunity to discuss their future goals as they relate to the organization (Hymowitz, 2003). These meetings are ideal for an employee to express interest in another line of business or a related department, which can serve as a platform for showcasing versatility.

Another key way that employees can move laterally throughout their organizations is during mergers and acquisitions. Such events are particularly well-suited for experienced employees who have seniority and a degree of expertise, as they can demonstrate that knowledge by training and supervising departments within a newly acquired organization. Sources indicate that such events can "provide new career opportunities for seasoned employees" (Hymowitz, 2003). This type of integration typically represents a time of new beginnings for those employed in both of the organizations being brought together. As such, those in senior positions can leverage their standing by working with different people in capacities distinct from those in which they typically operate.