Encouraging Career Path Conversations

Posted by

Kate Harry Shipham

Posted on

Jan 30, 2025

When it comes to employee satisfaction and retention, few things are as impactful as clear, open conversations about career paths. KHS People’s recent Salary Data & Insights report highlights the critical role these discussions play, particularly in the context of layered job titles and evolving roles within legal marketing.

Why Career Path Conversations Matter

Career development remains a priority for employees at all levels, but the report underscores a disparity in how frequently these discussions occur. For example, 55% of senior coordinators report having career path conversations compared to just 28% of coordinators. Similarly, professional development opportunities are more common for senior coordinators (73%) than for coordinators (40%).

This gap highlights the need for management to prioritize discussions about growth and advancement. Employees, especially those at pre-manager levels, are motivated by opportunities to develop their skills and increase their compensation. These conversations serve as a foundation for retention, engagement, and future leadership development.

Insights from Pre-Manager Roles

Pre-manager roles, including coordinators, specialists, and their senior counterparts, demonstrate a strong focus on compensation. The data reveals that these professionals are not only motivated by higher salaries but also engage in frequent and open salary discussions with peers. This raises a key question for management: Are these employees feeling underpaid, or is the lack of salary transparency fueling their emphasis on compensation?

The creation of layered titles such as "senior coordinator" or "senior specialist" has become a strategic way to address these concerns. These roles offer additional professional development opportunities and serve as stepping stones toward managerial positions. The data shows these layers significantly enhance retention and engagement, providing employees with a sense of progress even before they reach formal leadership roles.

Career Development in Management and Leadership Roles

For those in management roles—such as managers, senior managers, associate/assistant directors, and directors—the data paints a more nuanced picture. Career path discussions are less common, with many professionals citing team or firm politics as barriers to advancement. Notably, 80% of senior managers and 83% of associate/assistant directors identify internal dynamics as obstacles.

While directors and heads often report limited opportunities for advancement, these challenges are tied to the hierarchical structure of their organizations. For these roles, career path conversations might focus less on promotions and more on lateral growth, mentorship, or opportunities to influence the strategic direction of their teams.

How Managers Can Foster Career Path Conversations

To bridge the gaps highlighted in the KHS People report, management can take the following steps:

Create a Culture of Transparency: Openly discuss salary structures and promotion criteria, particularly for pre-manager employees. Transparency can alleviate concerns about fairness and provide clarity on how employees can advance. Note and address the complexity and mystery employees can feel about salary ranges; guide them on what the 25th percentile, 50th percentile and so on, means in terms of performance output and expectation setting.
Incorporate Layered Titles Thoughtfully: Use roles like "senior coordinator" and "senior specialist" to signal growth opportunities. These titles can be a valuable tool for keeping employees engaged while preparing them for managerial responsibilities.
Address Internal Barriers: Recognize the impact of team or firm politics on advancement and work to create a more equitable environment. Managers can advocate for clearer pathways that minimize subjective barriers. Employees know internal barriers exist, they simply want some insight and acknowledgement on this.
Focus on Development Opportunities: Offer tailored professional development for all levels. For example, pre-managers might benefit from training that builds their skills, while senior managers might explore leadership programs or cross-functional projects. This shows investment into their retention, rather than perhaps accepting that “they’ll likely leave.”

Our Final Thoughts

KHS People’s findings illustrate the importance of active engagement between management and their teams. Career path discussions should not be reserved for annual reviews; they should be ongoing dialogues that address employee aspirations, organizational needs, and market trends.

By making these conversations a priority, management can cultivate a motivated, loyal workforce that sees their role as more than a job—it’s a career with clear opportunities for growth.