‘Enabling career mobility fosters a culture of continuous learning and adaptability—qualities essential in today’s fast-changing world of work’
One expert is calling on employers to invest in internal mobility, reskilling, and inclusive hiring to retain talent.
That comes as job seekers express shifting career priorities, according to Express Employment Professionals.
Specifically, half of Canadian job seekers are looking to switch careers, either by entering a completely new industry (56%) or changing what they do within their field (47%).
“This isn’t simply a trend,” says Christine Ball, Executive Director of notes Career Professionals Canada (CPC), in an email to Human Resources Director Canada. “It reflects a shift in how workers view their skills, value, and potential for growth.”
The number of Canadians open to relocating within the country for employment has also risen slightly over the past three years, but remains relatively low, according to a previous study by Statistics Canada (StatCan).
While it may be hard for employers to lose workers who are looking to transition to an entirely new industry, “employers have a critical role in supporting workers through career transitions within and across industries,” says Ball.
And employers who will commit to this will reap huge benefits, she says.
“Supporting career transitions benefits employers just as much as it benefits employees. Workers who feel encouraged to explore their potential are [more likely] to stay engaged, motivated, and loyal. Internal mobility and reskilling initiatives help organizations retain valuable institutional knowledge while reducing the cost of recruitment.
“In a tight labour market, where talent competition is high, assisting employees to grow into new roles within the organization can build a more agile, resilient, and future-ready workforce.”
She also notes that “enabling career mobility fosters a culture of continuous learning and adaptability—qualities essential in today’s fast-changing world of work.”
Canadian employers are facing a serious retention challenge this year, even though the number of workers looking to jump ship has dropped, according to a previous survey.
“Ultimately, career transitions aren’t just personal; they’re strategic,” says Ball. “Employers who support them invest in the long-term success of their people and their organization.”
For HR professionals, creating pathways for career development starts with recognizing and rewarding transferable skills, says Ball.
Leadership, communication, problem-solving, and adaptability remain relevant across a wide range of roles and sectors, she says. Encouraging internal candidates to pursue professional development—through micro-credentials, short courses, or mentorship—can help them reposition their strengths for new opportunities, says Ball.
Employers should also approach hiring with a “skills-first” mindset, she says.
Rather than focusing narrowly on job titles or industry experience, evaluating candidates based on demonstrated competencies and growth potential can unlock hidden talent.
Doing so “expands the talent pool and fosters a more agile, diverse workforce ready to grow with the organization,” she says.
“Employers have a vital role to play in this landscape,” says Ball. “By embracing internal mobility, offering clear reskilling pathways, and supporting continuous learning, organizations can help employees pivot without leaving the company. Especially in times of instability, providing transparent communication about the business outlook and potential growth paths can retain skilled professionals who might otherwise exit the industry altogether.”
About three-quarters (74%) of Canadian professionals are considering changing jobs, even though they stand to benefit by staying with their current employer, according to a previous Robert Walters report.
