From job to journey:
LEADERSHIP
From job to journey:
Crafting meaningful career paths for employees
A
fulfilling career is more than just receiving a salary at the end of the month – it is a journey of growth, discovery and purpose. Gone are the days when one would decide on a career and remain in that for one’ s entire working life. These days, career paths can be very unpredictable due to various reasons.
Rapid advances in technology and automation are transforming jobs, forcing many to adapt to new careers. Traditional nine-to-five office jobs are being replaced by flexible remote and hybrid work. Globalisation also means that, unlike previous generations who mostly worked locally, today’ s workforce can find opportunities around the world.
Continuous upskilling is now essential, with many choosing freelancing or multiple income streams over traditional jobs. Online courses and networking make it easier to switch industries, and career success is no longer just about climbing the corporate ladder. Many professionals now see lateral moves and industry shifts as valuable opportunities for growth.
In short, a job is no longer just a means to an end; it is an opportunity to build a story of success, resilience and personal achievement. Employees who feel a sense of direction in their careers are more engaged, productive and committed to their work. They do not just clock in and out; they invest in their own growth, and in turn, they drive the success of their organisations. A fulfilling career is one where professionals feel a deep sense of purpose – where each step is an opportunity to enhance their skills, contribute meaningfully and shape their future.
By Masenyane Molefe, PPS Executive: Human Resources
The US-based analytics firm Gallup found in 2019 research that the most important factor in creating a high-performance workplace is“ instilling a high-development culture: one that values the growth of individuals”.
The research indicates that organisations strategically invested in employee development report 11 % greater profitability and are twice as likely to retain their employees. This aligns with a fundamental psychological need: people want to learn and grow. Career development enhances both career and social well-being, giving employees a sense of purpose and improving their relationships inside and outside the workplace. However, fostering such a culture requires more than just implementing learning programmes – it demands a fundamental shift in how organisations approach employee growth.
Building what Gallup calls a“ high-development culture” requires intentional strategies. Firstly, it found that a significant focus must be on aligning development with employee engagement. Many leaders worry that investing in employee development may lead to attrition. However, Gallup’ s research suggests that engagement is the key to retention.
This aligns with US billionaire Richard Branson’ s philosophy:“ train people well enough so they can leave, treat them well enough so they don’ t want to”.
Another element of creating such a culture is for organisations to rethink career growth beyond promotions.“ Employees who excel in their current roles may not always seek leadership positions, but they still want to grow,” Gallup found. Organisations should focus on identifying
16