BlessingWhite is pleased to announce the availability of the 2014 state of the career research. This report presents the findings from 2,000 global respondents across a wide range of industries and functions. It also synthesizes the findings from over 40 interviews with senior managers and HR leaders. Here is a quick synopsis of what emerged from this year’s study.
The title chosen for this report is “Navigating Ambiguity.” We are finding that the notion of “career,” as a concept, perfectly captures the nature of the changes we are seeing across the world of work. If career is about planning and developing skills and capabilities to ensure we are ready for what’s ahead, how do we do this when the future is so uncertain?
Ambiguity appears in several forms when it comes to career:
- From the employer’s perspective, developing people for the future is difficult when roles and required skills are evolving quickly, and the need to be nimble makes it very challenging to plan people’s development or make long-term commitments.
- From an individual’s perspective, the expectation that employers can or will provide a clear career path is a thing of the past. It is well understood that the best path to career growth, professional satisfaction and job security is by building skills and experiences that make the individual highly valued.
What are we looking for in our career?
Since our first study on career in 2003, three items consistently top the bill when it comes to what people are looking for in their careers: Interesting work, meaningful work, and work/life balance. Financial reward comes in a distant fourth.
In fact, based on 2,000 responses worldwide:
- 88% of employees agree with this statement: “I don’t think there is anything wrong with staying in the same job if I can try new things or develop my skills.”
- Only 41% expect their employer to provide clear career paths.
- A slim 24% know what their employer wants their next job to be.
- Just 28% are confident their next career move will keep them with their current employer.
Both employers and employees understand there can be no guarantees. The tools and resources required to effectively manage a career keep on evolving. So where do we focus our efforts?
It’s a VUCA world out there…
The acronym “VUCA” (Volatile, Uncertain, Complex, Ambiguous) was borrowed from the military. Its use is growing in the world of business strategy and talent management, and for good reason. The luxury of long-term career planning advice and formal career paths no longer exists. Companies that are still investing their efforts in large-scale, structural approaches find themselves scrambling as reality hits and the future they planned for is not the one they encounter. As a result the military parallel is very tempting: the goal is to prepare for the future without ever knowing for sure what you will encounter on the ground.
Best practice suggests that the goal is to be prepared but remain nimble:
- Build skills and experiences, don’t focus on fixed roles and hierarchies.
- Enable flexibility in workforce planning and be prepared to juggle things on the ground. Allow individuals to suggest roles they might take on, rather than solely expect “management” to figure out what is needed.
- Develop an organizational approach of adapting as you go: allow managers and team members to collaborate to morph roles and take on temporary assignments to get the work done, and to develop skills and experiences to take the organization forward.
- Have individuals equipped and prepared to jump in quickly when opportunities arise. But a quick change means that there is a real risk of people jumping into jobs that turn out to be a bad fit. Individuals need to think and plan in advance about what type of opportunities will allow them to best deploy their skills and talents to the best advantage of the company and their own career ambition as well.
Find out more
Get the report: You can download a copy of the report in the research report section