The career path versus the career journey

Workplace attitudes are evolving, with the traditional linear career trajectory—starting at the bottom, climbing steadily, and retiring at the pinnacle—no longer appealing to many employees. In order to retain talent, managers must learn to facilitate the career journey over the career path

The conventional notion of a straightforward career progression is fading among most employees. Nowadays, careers often entail detours, transitions between industries, and redirections, whether by choice or necessity. For managers, this delivers a whole new set of challenges when it comes to employee retention.

According to a 2022 survey conducted by LinkedIn, which involved 23,000 workers, 62% had already opted for a career break, while 35% expressed a likelihood of taking one in the future. To enhance retention rates, managers must reconsider their approaches to career progression.

Succession planning

Unlike development plans that focus on an employee achieving the requisite skills to fulfil a specific job role, succession planning centers on identifying and nurturing future leaders within your company to encompass critical roles at all levels. Succession planning serves as a crucial tactic for mitigating talent shortages, enabling employees to grow into diverse roles as their capabilities progress.

Workforce agility

Managers should proactively adapt job roles to incorporate emerging skills, trends and technologies, facilitating cross-training across multiple departments. Encouraging employees to acquire new knowledge and confront fresh challenges enables managers to identify potential candidates for present and future roles within the organisation. This approach fosters an agile workforce capable of navigating changing markets and business objectives in multiple directions.

All directions

Managers should actively engage with employees to understand their future aspirations on a broader scale. Instead of solely concentrating on career advancement up the corporate ladder, managers should strive to comprehend what workers value and how it can align with the business’s future objectives. For instance, an employee seeking more family time may not aspire to climb to a higher position but could effectively fill a role left vacant by another employee seeking career progression. Creating flexibility within the organisation encourages retention by allowing staff to move upward, downward or laterally.

Challenge stereotypes

Despite the shift away from linear career paths, many employees may still feel constrained by factors like tenure, age, and experience when considering career transitions. Senior employees might hesitate to take on roles typically associated with younger hires, even if they possess valuable skills for those positions. Conversely, newer recruits may perceive upward mobility as a distant prospect. Managers need to nurture a workplace culture where employees feel empowered to communicate their aspirations for career shifts at any time. By actively collaborating with employees to explore internal opportunities, managers can actively construct more diverse teams, blending seasoned experience and knowledge with the fresh perspectives and ideas.

As the traditional linear career path begins to lose its appeal, engaging with employees to understand their aspirations beyond traditional career advancement is essential. Embracing these strategies can help managers retain talent and adapt to evolving workplace dynamics effectively.