The traditional climb up the career ladder has become a thing of the past. Instead, employees want variety when it comes to what they can experience and learn at work, and what skills they can develop. 

This is especially true of younger employees, with 74% of young workers likely to quit if they lack development opportunities.  

So, there is no better time than now to transform career progression and skills development. 

We are entering the era of career adventure, where individuals want diverse career path options. 

Businesses must adapt to these expectations and create a culture of ‘adventure’ for their employees. So, how do organisations get started on this transformation? 

Shift perceptions around skills

The first step is for leaders to prioritise developing internal skills, not just hiring skills in. 

Currently, there is a disconnect between how employers perceive skills, and how employees feel. 

Whilst 90% of leaders feel confident in their company’s ability to develop skills, just 60% of employees agree. 

This needs to change, and shifting perceptions of skills internally will be crucial. 

Whilst 90% of leaders feel confident in their company’s ability to develop skills, just 60% of employees agree

A focus on existing talent boosts retention

Not only will prioritising the development of existing talent boost employees’ confidence in their development, but it can also lead to strengthening retention. 

Given that, in the UK, it can cost an employer nearly £80,000 a year to hire new employees, this is hugely valuable. 

Many static internal skills libraries exist, but they don’t offer the visibility and fluidity needed to nurture skills efficiently. 

Instead, organisations can introduce a comprehensive skills taxonomy built with employee data that evolves alongside individuals. 

These taxonomies can tie-in with development interventions, helping to build-up skills and capabilities to benefit employees and businesses alike. 

Connect the dots with AI

Next, organisations need to embrace the power of technology, in particular AI. 

This could be through implementing an AI-powered opportunity marketplace. 

AI connects skills, people and job role data to unearth learning paths, projects and internal positions. 

This can help businesses spot skills gaps ahead of time, assigning employees to upcoming projects. 

Not only will prioritising the development of existing talent boost employees’ confidence in their development, but it can also lead to strengthening retention

An era of personalised learning

Additionally, as the AI learns more about each individual employee, it can recommend learning that is in keeping with an individual’s interests, providing a personalised experience. 

There are many success stories of opportunity marketplaces, one being Deutsche Post DHL (DP DHL), which is using an AI-powered opportunity marketplace to identify the next best career move for any given role inside its organisation.

DP DHL can identify what skills individuals have that may be transferable to other parts of the business or that they would like to develop further to be a stronger candidate for another division or another country. 

Implement self-service technology

The vast majority of workers (80%) prefer to use self-service technology to explore career opportunities.

As such, organisations should seek out user-friendly and accessible tools that allow employees to explore the career opportunities, learning pathways and projects that AI unearths for them. 

Self-directed learning is an integral element of career adventure, as it gives employees greater autonomy over the development of their knowledge and skillset. 

It expands the realms of learning beyond simply what they need to know to do their jobs, to what they want to know and have personal interest in.  

Of course, if businesses simply tell their employees to go out and learn whatever they want, they will soon run into challenges. 

Employees might be at a loss for what to choose, they might not know where to look, or they might simply ignore the invitation to learn altogether. 

This is why managers remain such an integral part of the journey.  

Organisations should seek out user-friendly and accessible tools that allow employees to explore the career opportunities, learning pathways and projects that AI unearths for them

Keep the manager in the loop 

According to learning leaders, the number one way a workforce has visibility into growth opportunities is through manager conversations. 

As such, companies need to strike the balance between technology and a human touch, as it holds the key to creating a culture of career adventure in any business.  

Leveraging technology, like opportunity marketplaces, can connect employees to learning that is applicable to their current role, as well as their desired career path. 

Meanwhile, managers can take on mentoring roles, guiding their teams through regular check-ins on career and learning decisions. 

As such, both AI and the human touch should work together in balance.

Key takeaways 

So, what should we keep in mind when looking to implement a culture of career adventure? 

• Shift focus from hiring and onboarding new employees to developing the skills and experience of existing talent
• Harness the power of AI to connect the dots across a business, matching existing employees with new skilling opportunities, career pathways and learning resources
• Put employees in the driver’s seat, equipping them with tools that allow them to explore progression and development opportunities themselves
• Make sure the managers remain an integral link in the chain, providing mentorship and guidance as employees embark on their self-directed journeys 

Why climb the ladder when you can explore the corporate jungle? 

By shifting from traditional career ladders to a culture of exploration, companies can unlock the untapped potential within their workforce. 

The era of career adventure replaces aimless career cruising with purposeful exploration.

If you enjoyed this, read: Skills are the new currency and managers are the new brokers