Why It’s Time To Rethink The Career Ladder

The landscape of work has undergone significant changes in recent years. From the rise of hybrid working to greater generational diversity, the way we approach careers has also shifted dramatically. According to Gallup analysis (my employer), the concept of liking what you do every day has the strongest impact on overall wellbeing. People with high career wellbeing are more than twice as likely to be thriving in their life overall. However, Gallup research shows that only 20% strongly agree that they like what they do each day and just 15% strongly agree that they have clear opportunities for advancement at work.

Traditionally, careers have followed predictable paths. Employees would climb the corporate ladder, moving from one role to the next within the same organization in a linear path. Today’s careers are increasingly dynamic and unconventional due to the evolving nature of work and the continuous development of skills needed to thrive, particularly with the rise of AI.

Younger generations are also prioritizing career development but perhaps looking at the wrong avenues for career advice. A 2024 study from Workplace Intelligence and INTOO showed that 47% of Gen Z employees say they receive better career advice from ChatGPT than their manager. A Resume Builder survey showed that 41% of Gen Z TikTok users have actually made a career-related decision based on the app. The reason is that while managers play a crucial role in career management, they often lack the necessary skills and capacity to guide employees effectively. A recent Gallup study showed that almost 51% of employees who recently quit say that in the three months before they left, neither their manager nor any other leader spoke with them about their job satisfaction or future with the organization.

To address these challenges, organizations must embrace a new approach to career management. Here are some shifts that can transform career management in organizations:

From Career Ladder To Career Lattice

Traditionally, employees have relied heavily on their employers for career growth, training, and development. Individuals waited for promotions or raises, expecting the organization to take the lead in their career development. Today, the focus has shifted to people desiring meaningful career growth when they consider what they find enjoyable and why—rather than chasing after job titles or ladder rungs. Increasingly, employees want to be empowered in using their strengths and talents to drive their own development and growth – even though that might be in an unconventional, non-linear direction. Leaders and managers must more intentionally align with employees’ career trajectories to match the team’s strengths and talents.

In the past, the career ladder was the prevailing metaphor for career growth. It depicted a linear path where individuals climbed upward, one rung at a time. The alternative is a career lattice—pathways with multiple interconnected paths—offering a more flexible and dynamic approach. Each person’s lattice is unique, creating a personalized career journey based on an individual’s strengths, aspirations, and interests. Imagine an employee in sales who might move diagonally to a product management role, leveraging both marketing and sales skills and eventually moving up to a senior marketing manager position, now equipped with a diverse skill set and a comprehensive understanding of different business areas.

From Qualifications To Key Experiences

Traditionally, career advancement often centers around accumulating qualifications such as degrees, certifications, and technical skills. These credentials are prerequisites for certain roles and add value to careers. But a singular focus on acquiring qualifications leads to a mindset of linear progression. The job market is evolving rapidly, and qualifications can become outdated. Leaders must embrace a more holistic approach to learning that inspires performance. Besides acquiring key qualifications, help leaders grow by exposing them to key experiences early in their careers.

Traditional career planning has always been about reaching a certain position, earning a specific salary, or acquiring particular skills. These plans have had fixed timelines. The last few years have shown that life rarely follows a straight line. Unexpected events and industry shifts can disrupt even the best-laid career plans. Instead of fixating on a single career path, companies should help employees consider various possibilities and exposure to breakthrough experiences —those within their job family/functions or even new emerging roles, industries, or projects. Our research at Gallup has identified several such Key Experiences – working on stretch assignments and out-of-expertise projects or turning around a failing business or product. These experiences drive tremendous career fulfillment.

A career should not be a rigidly defined path but a canvas of possibilities waiting to be explored.

From Resume Building To Skills Acceleration

Resume building has long been the standard practice for job seekers and those trying to advance their careers. However, a sequence of accomplishments might emphasize what you’ve done in the past rather than what you can do in the future. To demonstrate future-readiness, leaders must emphasize their ability to acquire new skills. The process of skill acceleration must start with effective skills mapping—identifying the skills relevant to career paths of mission-critical roles in the organization. Leaders must consider both hard skills (technical, digital abilities) and soft skills (effective communications, building relationships, driving change).

Career development often follows a step-by-step process with employees focused on incremental progress. But this slow and steady approach also stifles risk-taking as leaders hesitate to take big leaps, fearing failure or uncertainty. Career leaps involve taking calculated risks—rather than waiting for the perfect moment, individuals seize career opportunities when they arise and proactively complement their learning with the right future-fluent skills. As part of development, leaders must be encouraged to take courses, attend workshops, and participate in webinars on skills they don’t currently possess. Staying informed about industry trends and emerging technologies is also critical. Additionally, networking and provides insights, mentorship, and potential opportunities to learn new and emerging perspectives, approaches, and technologies. Leaders should be encouraged to regularly assess their progress on skill building and seek feedback to adjust their learning path continuously.

Career Management Reimagined

These shifts can provide an active way of managing careers, helping others with their aspirational and professional goals, or standing up an effective career management system at your organization. Organizations that prioritize effective career management create a win-win scenario: employees thrive, and the organization benefits from a skilled, engaged workforce. Ultimately, the success of career management hinges on people taking ownership of their own career and making intentional choices that can help them navigate the changing nature of work.