Is this what a 30 year career could look like?

It’s 2023, and linear thinking is over. 

Two or three decades ago the straight-line career was normal. A graduate joining a firm could work their way up from newbie to supervisor to manager to director over two or three decades. Along the way there might be blips… like maternity leave or a short break for caring responsibilities, but other than this, it was a fairly straight company trajectory.

On a graph this might look like a long, gentle incline – somewhat lacking in dynamics.

A career timeline involving several different employers is likely to zig and zag much more energetically, representing the shifting gears and sporadic skillset growth of an employee who is building experience and know-how, knitting networks. Their experiences may be more varied, from different sectors, and they may have had time out for life experiences.

In fact, rather than a career timeline, it’s a career tapestry - rich, textured and colourful.

Suppose you could offer all of that in one company, from newbie to director? Organisations would need to break away from linear thinking. Here are 5 ways to do it:

1: The long game

If it’s clear an employee is a keeper, ask them what their plans are, not just for the next five years but for the next 20 or 30. If they’re willing to share their ambitions you can create a career mobility strategy that builds on achieving those ambitions. It may not be practical to plan exhaustively beyond the next 5 years but indicating a wider horizon from the start can only help employees see a long-term future… with the same employer.

2: Every day's a school day 

Regular training modules to keep employees developing and engaged should be a given. However, a good assessment process will ensure you’re aware of burgeoning talents that your company could nurture, for roles which may be three or four years down the line. Sponsoring classes outside of work time is a way to signal trust and investment in an employee – with the promise of advancement built in.

3: The work-work balance 

Reality check. An employee may like their job, but that doesn’t mean they don’t dream of something else… like running their own microbrewery, rewilding a river or making quilts. The chances of earning a stable living from passion projects are slim, though. Could your firm accommodate a second working life alongside a steady career? True, it may eat into available hours – but could give back exponentially in appreciation, motivation, and productivity.

This isn’t just conjecture. From June to December 2022, UK firms ran the 100-80-100 pilot, allowing staff to take a day off their working week – and yet keep the same pay. 100% of pay for 80% of time, but 100% of commitment during that time. In March 2023 the World Economic Forum reported that the resultant gains in employee health, wellbeing, and productivity convinced 92% of employers to continue the pilot. What’s more, 30% of them have committed to the 4-day week permanently.

Some of those involved in this project will have spent their extra day on a passion project. Having a side hustle is common to 25% of working adults according to a recent UK study. Tellingly, it makes up around 20% of their income – i.e. one working day a week. Supporting your worker’s passion projects could chalk up years of loyalty.

4: Set them free, for a bit

Everyone takes stock once in a while. Before a treasured colleague quits to find themselves in a Tibetan retreat, suggest a sabbatical. Six months away from work is not insurmountable – as maternity leave demonstrates. Employees may return with much more to offer. Smart employers know this. A World At Work survey in 2021 reported a rise in companies offering paid sabbaticals – from 8% to 10% over six years – in a bid to reduce burnout. Unpaid time off rose from 18% to 29% in the same period.

And if a change really is as good as a rest, employers with offices abroad could consider a secondment to a new location. Maybe even an employee exchange.

5: Let them go, in stages

Retirement dates have never been more moveable. Allowing workers to ease down gradually on their work commitments as they hit their early 60s means you’re likely to hang on to their expertise for many more years.

The Centre for Ageing Better claimed that ' large numbers of workers aged 50+ have fallen out of the labour market entirely – despite some of these people still wanting to work'. So, approach it pre-emptively, before your cherished veteran gets their farewell party: offer flexible and part-time terms into the years ahead. Even freelance consultancy. This could win you another decade of their valuable insights.