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Implementing a corporate career lattice: the Mass Career Customization model

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PurposeThis article introduces mass career customization, a system that encourages a continuous collaboration between employer and employee to design customized career paths, taking into account both the changing needs of the business and employees' changing lives. mass career customization is an adaptive model of career progression that offers employees career-long options for keeping their work and personal lives in sync and employers the long-term loyalty of their best and brightest. Design/methodology/approachMCC was first introduced through a 120-participant implementation pilot that began within Deloitte Consulting LLP in 2005 and then continued through a year-long second round pilot with approximately 300 participants in 2006. FindingsSatisfaction with career-life fit improved, in some case sharply. Nearly 90 percent said MCC positively influenced their decision to remain with the organization. Team leaders said the ongoing MCC process was an advantage in staffing new projects with top talent. Client service standards were maintained. Significant savings were achieved, primarily driven by positive impact on retention and associated revenue. Positive correlation between MCC and retention was identified. Improved employee satisfaction, morale and productivity. Practical implicationsThe MCC framework lays out a definite set of options along each of the four core dimensions of a career ‐ Pace, Workload, Location/Schedule and Role ‐ with specified tradeoffs for each choice, allowing for choices to change over time. Originality/valueCustomizing careers within a corporate lattice system offers significant benefits over the traditional corporate ladder. Deloitte's MCC model has the power to inspire greater employee productivity, reduce the costs of turnover and generate greater loyalty through a collaborative approach to designing careers.
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Keywords: Career development; Employee turnover; Knowledge organizations; Retention

Document Type: Research Article

Publication date: September 11, 2007

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