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Being on a career plateau is widely regarded as an undesirable career experience characterised by a lack of individual proactivity, ability, or opportunity for promotion. In this paper, we present an alternative view arguing that some employees may choose to plateau their careers and deliberately forego opportunities for hierarchical progression. Drawing on in‐depth interviews with 75 law enforcement officers in the US and Australia, we explore why they declined a promotion opportunity or elected not to apply for promotion. Drawing on social cognitive career theory, we develop a provisional taxonomy characterised by individual proactivity: self‐initiated and self‐resigned career plateaus. Specifically, we report how the decision to remain on either of these career plateaus is informed by either the low valence accorded to a promoted position or, paradoxically, the reduced self‐efficacy in navigating what is viewed as a flawed promotion system. [ABSTRACT FROM AUTHOR]

Problem: As the United States continues to advance to become a majority minority workplace, there is a need to support the development and career progression of women of color. Most leadership research on women is based on the prototypical White man and woman leader with the assumption those findings are applicable to all people and women. However, it is likely that women of color, due to their intersectional identities of race or country of origin, gender, and socio-economic class, differ from those of White men and women as their unique intersecting minoritized identities are considered to act as multipliers of disparate treatment and inequities. Solution: Thus, we propose to use an intersectional framework to examine how women of color enact leadership and the human resource development (HRD) practices which promote these women's learning, development, and career progression. Stakeholders: This review benefits HRD scholars and practitioners who study the leadership. [ABSTRACT FROM AUTHOR]

Fundamental to dealing with the problems associated with attracting and retaining nurses during a tight labour market are issues centreing upon attrition from the field. In the United States, attrition has become such a significant issue that efforts to attract individuals to the field and recruit them to positions in the health care industry are not adequate to offset the flow of individuals from the field, much less bring in the additional nurses who are needed for an ageing population with increasing health care needs. As an example of the seriousness of the problem, it is probably safe to say that of the students who graduate from nursing schools each year and who enter the field of nursing, a significant number will no longer be practicing after 5 years in the profession. In a high attrition environment, even if many individuals were entering nursing, these losses will potentially offset any gains that are made. From the perspective of this study, it is important to know what is leading nurses to leave their careers. Do all nurses face the same challenges in the course of their careers, or is the pattern of turnover somewhat different for different groups of nurses or those in different stages of their careers? In this study, we consider what career differences may exist between the two major groups of nurses in the USA today – Black and White nurses – and ask whether there are differences between the two groups in terms of ‘whether’ and ‘why’ they may be leaving the field. Our primary purpose was to determine if differences in attrition exist between Black and White nurses, and if so, where in the career process are those differences most pronounced. Based on our analysis of data from the National Science Foundation, we do find significant differences in patterns of attrition for the two groups and we suggest what we believe may be their implications for policy. [ABSTRACT FROM AUTHOR]

Objective: To identify strategies and barriers to career progression in early-career colorectal surgeons., Design: Qualitative research study performed via semi-structured interviews with early-career, board-certified colon, and rectal surgeons. Responses were analyzed, coded, and categorized to understand strategies towards career progression, perceived barriers to career progression, beliefs about case mix, and referral patterns., Setting: Interviews conducted in person and via telephone across the United States and Canada., Participants: Early-career board-certified colorectal surgeons RESULTS: Twenty-two board-certified colorectal surgeons currently employed in 14 states and 1 foreign country were interviewed. Fourty-five percent were female. Their current practice environment was described as academic (77%), private practice (18%), or military (5%). Seventy-seven percent of surgeons were satisfied with their career progression. Seventy-two percent were satisfied with the case volume. Seventy-two percent were satisfied with their case mix. When asked about strategies for career progression, surgeons made 77 comments focused on three main themes: optimization of their job search, optimization of relationships while on the job, and efforts to augment individual achievement. When asked about barriers to career advancement, surgeons most frequently commented on a lack of time and a lack of mentors. When asked about case mix, 63% of surgeons felt that they had no control over it. They were evenly divided between believing that a broad case mix or a niche specialized case mix was more instrumental for career progression., Conclusions: Early-career colorectal surgeons were mostly satisfied with their career progression, volume, and case mix. In discussing their careers, many have developed a number of strategies focused on growth as an individual as well as relationship building. They also identified a number of barriers including lack of time and lack of mentorship. Early-career surgeons may be able to utilize these strategies and anticipate barriers prior to starting their first job, leading to greater likelihood of career satisfaction., (Copyright © 2020 Association of Program Directors in Surgery. Published by Elsevier Inc. All rights reserved.)