Career path planning

Career path contracts

Career path contracts are designed to offer employees a lifetime career with the organisation.  They give structure and substance to a personal development plan and demonstrate a real commitment from the employer to an enhanced working life.

Career path contracts reward loyalty and dedication with opportunities for continuous learning and variety as part of the employment experience.  They balance the interests of the organisation and its long-term success with the satisfaction for the employee of broadening their horizons and enriching their knowledge about other sectors, from a personal perspective.

The 3 steps to creating a career path contract are:

  1. To recruit people to match pre-determined specified profiles
  2. To agree a particular career trajectory – 1) Mainstream 2) Midstream 3) Upstream
  3. To produce a personal Career Path Plan for each recruit

Career Path Plan

Once someone is hired, these are the actions that follow if they are subsequently to be offered a career path contract:

  1. Decide the entry point to the organisation, issue a Job Description, Terms & Conditions of employment, Role & Responsibilities and the new employee’s reporting line
  2. Agree all relevant conditions with the new recruit and issue a provisional contract of employment and provide all other appropriate information
  3. Structure and implement a comprehensive induction programme
  4. Establish the Probation period and when it is completed satisfactorily, confirm permanent employment
  5. On confirmation, produce the Career Path Plan on the selected trajectory for Mainstream, Midstream or Upstream. (Templates will exist for each.)

We are happy to supply detailed information about the content of a Career Path Plan once discussions commence with a prospective client.

The following is an outline of the main features of a Career Path Plan.

  • Base-level features and benefits for Mainstream employees, with progressive enhancements in some cases for the Midstream and Upstream
  • 6-monthly or annual appraisals and annual or biennial reviews of the plan, according to which stream the employee occupies at the time
  • Service awards after 5 years’ service and every fifth year after that
  • Opportunities to do paid voluntary work outside the organisation, from year 5 onwards, facilitated by the employer, with the number of days varying according to stream
  • At the 5-year mark, a contribution by the employer to Further Education or study for professional qualifications, for selected employees
  • At the 10-year mark and at subsequent 5-year milestones, extra paid holiday in the milestone years, varying according to stream and increasing in length at each milestone
  • At the 10-year mark and at subsequent 5-year milestones, opportunities for paid postings to partner organisations (see section below on the Exchange Programme)
  • At 20 years and beyond, opportunity to train and work as a paid mentor
  • At 25 years and beyond, option to change to part-time permanent employment, if desired.

This summary of proposed features and benefits for employees with Career Path Contracts is subject to decisions by employers as to whether they wish to adopt all of them or develop their own unique version of the concept.  We will consult with prospective clients about their sector, the nature of their organisation, the typical profile of their key employees and their objectives for enhanced career plans.

The exchange programme

Employees’ participation in this programme is recommended for years 10, 15 and 20.  The prime objective of the Exchange Programme concept is knowledge transfer.  It requires participating organisations to form an Exchange Network, which looks like this from the perspective of the employing organisation (Parent):


The principle of linking with different sectors is that there must be no potential conflict of interest or commercial disadvantage in participating in the Exchange Network.  In this hypothetical example, the Parent is an automobile manufacturer.Host 1 is a supplier of electronic engine management systems (sector B), while Host 2 is a supplier of logistics/transportation (sector C).Host 3 is a customer in the telecommunications industry (sector D) and Host 4 is a customer in financial services (sector E).

All Parents also act as Hosts and vice versa!  The exchanges are reciprocal and need to be balanced.  In other words, if there are only 5 posting places available in Host 1 that limits to 5 the number of exchanges between the Parent and Host 1.

As employees are likely to have different joining dates, their CPPs will not be synchronised.  This means that even if there are, for example, 5 upstream employees from our Parent organisation given exchange postings, they will probably be staggered over different calendar years.


The potential benefits of posting a midstream or upstream employee in a host organisation include:

  • Acquired knowledge and experience, resulting in the introduction of new solutions/innovations/applications to the host organisation
  • Acquired understanding of the host organisation, providing opportunities to improve service/product quality through the adoption of new processes/systems and/or the application of new technologies in the parent organisation
  • Improved communication and co-operation between participating organisations generating increased job satisfaction
  • Learning & skills opportunities in disciplines or functions not currently available to the employee in their parent organisation
  • Opening new dialogues which result in further collaboration between organisations linked through the Exchange Programme
  • Greater overall efficiency and productivity across the Exchange Programme network
  • The creation of an Exchange Programme alumni.

Options and adaptations

The implementation of Career Path Contracts will be part of the Leadership’s commitment to the principles of Infinity Strategy® and investment in software may be necessary.  Managing risk by measuring performance and monitoring standards can only be cost-effectively achieved using systems with the necessary capacity.

Flexibility and a healthy dose of realism are essential as every situation is different.  The Leadership’s support and active involvement in every aspect of Infinity Strategy®, once the parameters have been agreed, is essential.Without total unity the initiative will fail and the organisation’s long-term future will be less secure.


Career path planning helps to retain key people and develop management talent into future leaders with board level potential
Career path planning helps to retain key people and develop management talent into future leaders with board level potential