Linear career paths - the end as we know it?

Could this be the end of the traditional linear career? Ten years ago, we were already seeing the beginnings of what was gradually becoming a real phenomenon in Europe: the break-up of career paths. Formerly linear, they are now changing and becoming more variable, particularly in buoyant markets, both in direction and pace. What should we take away from this? How can companies best adapt to this new situation?

A quick flashback to understand the new challenges

In 2020, just prior to the health crisis, PageGroup carried out a study in France aimed at highlighting the major trends at work in the labour market, and at better understanding what the future of work should be. The projections already showed a stronger desire for flexibility in the types of contracts favoured by candidates. While the open-ended contract, which is viewed as more secure, is still at the top of the list, more flexible forms of work were already emerging on a massive scale: self-employment, freelancing, wage portage, interim management among executives, etc. A trend towards greater flexibility in career paths was also observed in other so-called 'high-income' countries. At the same time, there was a growing - albeit still marginal - number of requests for sabbaticals, for work in another region or even another country. Were these new aspirations for greater flexibility already signs of the “Great Resignation”?

The health crisis, its catalyst effect, and chain reactions

After two years of the pandemic, during which many employees have seen their daily life totally changed, the phenomenon has become sufficiently noticeable for companies to have to question themselves and propose new approaches.

In the recruitment process, not a week goes by without one of our consultants reporting to us "a candidate’s request to work in Mexico", "a job opening to replace an employee who has gone on sabbatical or who has taken a training course with a view to retraining", "a replacement hire following the resignation of an executive wishing to carry out a personal project", "an employee resigning, wishing to set up his own company". There is no shortage of examples. More than ever, career paths are changing. Everything that might have seemed impossible or extraordinary yesterday is becoming ordinary.

We, the players in recruitment and employment, HR, managers and company directors, must prepare and adapt to this new daily life which is already taking shape.

Professionals’ expectations have changed. The search for meaning, which a few years ago was still referred to as "a quest", must now be considered a reality in the daily lives of employees who would otherwise not join or remain in a company. Candidates are no longer hesitant to refuse restrictive or undervalued jobs in the restaurant, construction or care sectors for instance. Today, an entire system and approach must be rethought in order to give meaning, recognise individual contributions, and allow the greatest number of people access to more flexibility, a better work life balance, and an environment that is more respectful of both physical and mental health.?

A life-saving movement?

But should we perhaps view this renewal as an opportunity? If recruitment difficulties still present a restraint for many professions, change is happening, positions are becoming available and the volume of online job offers is reaching record levels. A transition is taking place for both companies and employees. Should we see this as an opportunity for the evolution of labour law, to open up career paths and make statuses even more secure? An opportunity to orient ourselves and our countries towards learning more from one another, becoming more progressive and therefore more competitive and attractive? In every crisis, there is an opportunity. This one may have been the opportunity to disturb a too well-established anthill. The (near) future will tell, but the current turmoil is perhaps a positive signal, and a sign of a new international dynamic in the world of work.?