The career lattice approach: more than just promotions

A lattice is a criss-cross pattern normally reserved for windows, or pies with a weaved pattern of pastry on the top.

But don’t worry. We’re not here to discuss any of that. We’re interested in a career lattice, which is a whole different ball game. Previously, the norm for businesses has been to use the traditional career ladder model, a linear approach with a straight trajectory that only goes one way – up. It was a way of showing how an individual in an organisation could “climb” the ladder to success with a series of upward progressions. It was straightforward. It was designed for a predictable world, where workers patiently waited their turn for the next promotion or step up.

Then the career lattice made an appearance, offering flexibility in a not-so-predictable world, where businesses are faced with skills shortages, changing workforce dynamics, and retention challenges.

A career lattice is an overall view of career growth, which allows employees to develop their skills and progress in different directions, not just up, as the traditional career ladder would have them do. This means a more holistic approach to career development, where a worker can move upwards, horizontally, or diagonally across different teams, skill areas, or positions. It’s known as multi-directional growth where they can move:

• Upwards for a promotion
• Sideways for a lateral role change
• Diagonally for a new role, which comes with new skills and new responsibilities

Adopting a career lattice approach is a more modern way of developing staff careers as it reflects how the workplace is changing and growing, where job opportunities aren’t tied to a specific department or role.

Businesses favour it because it:

• Encourages staff retention by giving employees more ways to grow
• Builds cross-functional talent
• Reduces the pressure on promoting people into management who might not want it
• Increases organisational agility

Now let’s take a look at some pros and cons of the more modern way of using a career lattice as opposed to the more traditional career ladder.

• It’s a better fit for dynamic, modern workplaces, as it aligns hybrid roles, evolving jobs, and fluid organisational structures.
• It supports the strengths of individuals as not everyone wants to manage people, so this process allows the growth of an employee without any forced managerial path.
• It accommodates skill diversity, where employees gain cross-functional knowledge to increase adaptability.
• It strengthens collaborative involvement, as an exposure to multiple teams will reduce silos and increase understanding across all departments.
• It reinforces staff retention, as employees will be able to see multiple ways in which they can grow without the need for an actual promotion.

• It reduces clarity as, without just one path, employees might be unsure as to how to progress.
• It’s more difficult to manage, because this requires talent management systems that can track an array of experiences and skill development.
• It requires more training investment, as the lattice approach often requires cross-training and reskilling.

• It sets clear expectations, as employees can see exactly what steps they need to take in order to advance in their career.
• It’s easy to manage, with departmental managers and the HR department being able to structure titles, responsibilities, and salaries in predictable ways.
• It’s motivational, as a transparent upward progression can incentivise performance.
• It’s simple to evaluate, with promotions tied to defined criteria such as longevity, certifications, and performance metrics.

• There’s limited mobility, as those employees who plateau on one path may feel stuck in a rut with nowhere to go.
• It’s too rigid for modern skill requirements, where rapidly changing sectors need a wider range of cross-functional skills.
• It has potential to decrease staff engagement, with employees leaving if they can’t see a soon-to-be-reached upward step.

Latest statistics from the Office for National Statistics (ONS) show that UK employment remains high for people aged 16 to 64, at 75% from July to September 2025, with the unemployment rate at 5% for the same quarter.

However, a lot of employees have come to the conclusion that their career progression is limited in some way, with a 2025 survey from Hays finding that nearly half (48%) of professionals believe so, a leap from 32% the year before. As a consequence of this feeling, 57% of employees stated that they intended to seek a different job within the next 12 months.

In the ever-expanding technology sector, which can reflect a broader picture, career growth outstrips salary in importance, with 24% saying learning new skills and 16% saying career progression outranks salary (9%).

All of this data shows a mismatch, with employees feeling stuck, even when the labour market is active. For businesses, this points towards a risk of high turnover, signalling the need for career frameworks which are more flexible, modern, and transparent.

Enter the career lattice.

If employees can see that there are proper opportunities for them that aren’t just promotions, they are more likely to stay with the company. When workers are looking to leave, offering a career lattice pathway where horizontal or diagonal moves are available could be the way to go.

A career lattice encourages workers to cross over to different functions, pick up new skills, and thus become more adaptable and employable, helping businesses to respond swiftly to changing demands and support internal moves.

By moving or promoting existing staff, organisations can reduce the need to recruit or onboard externally, as using internal talent is more efficient and cost effective.

This is so important, especially given the data showing that employees value career growth and learning over their salary.

Those employees that offer varied experience bring new perspectives, foster collaboration, and enhance innovation across different departments due to their cross-functional exposure.

It can be tricky to know where to start when building a career lattice. Below are some simple steps you can take to start it off.

1. Map existing roles, skills, and career paths

You can do this by carrying out a skills audit across the business, including current skills, transferable competencies, and any gaps. From there, construct a job architecture – defining roles, levels, skills, and possible career paths that can go vertically, horizontally, and diagonally.

2. Communicate

This is an incredibly important step to let employees and managers know and understand what is being undertaken and where they come in. Sharing the framework with workers means they will be able to see what roles exist for them outside their current function. It’s also a good idea to introduce conversations around this, such as 1-2-1s and development planning, while encouraging members of staff to have a real think about where they want to go in their career.

3. Invest in training and reskilling

Offering learning opportunities will support people in gaining the skills needed to make those vertical, horizontal, or diagonal moves. These opportunities could include formal training, cross-departmental projects, mentoring, and upskilling, and should be embedded as part of the work culture.

4. Prioritise internal recruitment

Plan to prioritise internal moves when filling positions, before looking externally, and provide full support during any transitions – such as mentoring, coaching, onboarding to new teams, and shadowing roles.

5. Measure, monitor, and adapt

Set out a process where internal mobility rates, roles filled internally, uptake of training by employees, staff retention, and job satisfaction can be measured and tracked. This data can then be used to refine the career framework as time goes on.

6. Dovetail with benefits and compensation strategies

Just because a member of staff doesn’t take a promotion, doesn’t mean that any horizontal or diagonal moves should be penalised. The salary offered should reflect responsibility, complexity, or skills, not just the level.

• The old style career ladder is on the way out, due to being inflexible and outmoded in today’s evolving UK labour market.
• The career lattice offers flexibility, encourages staff retention, and develops internal talent.
• It’s time to rethink the approach to internal mobility, in order to build on and retain the vital skills needed for the long-term success of employees.
• Adopting the career lattice approach means effectively navigating the ever-shifting needs of workers while future-proofing talent management.

If you’re planning on reframing your approach to career frameworks, we can help. Contact us at the earliest opportunity to find out more.