People sometimes find themselves stuck in dead-end jobs due to the nature of their work and industry, and because they are unable or unwilling to quit. Being in a dead-end job is not pleasant but it can be used as a stepping stone for professional growth. This article will discuss how the employee can make the best of this situation and actually pave the way for a brighter future.
Defining a Dead-End Job
"Opinions vary on what constitutes a dead-end job, but essentially, a dead-end job is defined as a terminal position with no prospects of promotion, pay raise, or increased responsibility," says Michael Pollick in a March 2009 article, "Am I in a Dead End Job?" published on wiseGEEK.com. Pollick gives examples of certain positions that are not tracked for any meaningful advancement, such as file clerk, food service work, or retail sales clerk.
These types of positions are often repetitive, says Pollick, and there are few or no resources for professional development. He adds that some positions remain the same day in and day out or even year in and year out. "A person hired to cook hamburgers at age 16 may still be cooking hamburgers at age 21, for instance."
Many people in senior positions in fact start out in such positions, says Pollick. A disconnect arises when there are no opportunities for advancement in the organization, which is often a reflection of budgetary issues and a faster work pace, leaving many managers with little or no time to groom their employees for higher positions. Today's employees are therefore solely responsible for their own career development.
Why Employees May Not Quit
Dead-end job employees are vulnerable to depression or stress, resulting in job burnout, says Pollick. However, many employees actually choose to stay in their jobs instead of beginning the job search process all over again. In fact, some people actually gain satisfaction out of working their dead-end jobs, Pollick adds.
Job security is one big reason, as the routine of working a steady although unchallenging job gives these employees a sense of structure, he explains. He adds that promotions and raises are not a priority for everyone.
The current economy is another reason many employees may be afraid to move on to something else. People in dead-end positions therefore console themselves that they at least have a job.
How Employees Can Empower Themselves
In their 2006 article, "How to Move Ahead in a Dead-End Job" in association with the East Carolina University website, Ecu.Edu – published on The Wall Street Journal online, Carol Hymowitz and Kemba J. Dunham advise dead-end employees to broaden their horizons by filling in their missing skills. Employees can use their time outside work to learn various job skills and industry-specific skills that would increase their options down the line, such as computer programs, languages, courses, or volunteer work.
Many dead-end positions leave no room for creativity, such as secretarial work. Hymowitz and Dunham therefore also advise such employees to be creative by coming up with new and more imaginative ways to do their current jobs in order to make their work more appealing.
A file clerk, for instance, can turn filing into an alphabet game. A typist can challenge himself or herself to type a certain amount of data per minute. A receptionist can track the number of incoming calls he or she answers, and can use downtime to read about the company and the industry it represents.
Hymowitz and Dunham advise employees to go above and beyond the call of duty. "Deliver what your boss expects first – but also take on new challenges without waiting to be asked." For example, an administrative assistant can offer to train a casual employee or help write or edit the company newsletter, or begin that newsletter. Such an employee should also be willing to take on projects no one else has the time or inclination for, such as revamping a filing system or updating the company roster.
Employees in dead-end positions are also advised to make lateral moves. "Not everyone can move up, at least not right away, but it's often possible to move sideways to escape an unsatisfying job or career rut," say Hymowitz and Dunham. They cite the example of an executive assistant at a fashion company, who started wanting more accountability two years into her position, and began to discreetly explore higher-level positions within her company.
Finally, Hymowitz and Dunham advise employees to focus less on work and more on pursuits outside the office. This applies especially to people with Type A personalities. Employees should set aside time outside the office to do other things, such as pursuing hobbies or volunteer work for a cause. Having a life outside the office can rejuvenate the employee and actually improve productivity, morale, working relationships, and even one’s career prospects.
Landing a Better Job
While disgruntled employees are preparing themselves for better positions down the line, time moves faster, and a new and better opportunity may even open up. For example, the executive assistant in Hymowitz and Dunham's 2004 article successfully accomplished a lateral move, happy to land a new job beyond office support.
The employee may eventually have to look elsewhere for a more satisfying job. However, taking stock of one's own career while working at a dead-end job eventually generates better prospects. Employees in dead-end jobs can therefore use these positions as stepping-stones to better opportunities by working hard on the job and being pro-active outside the job.
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