‘This is such a fertile ground for them to capture the hearts and minds of people that might decide to try their organisation from a career perspective’
The traditional notion of a single, linear career path is a thing of the past—and this presents a challenge and an opportunity for employers, especially when it comes to supporting young people who are still unsure about their future direction, according to a workforce expert.
Many young people are being asked about their career aspirations at a very young age, and this is causing some worry, according to Jane Kenelly, Director of People at Skills Group.
“What we're finding now with our younger learners is they're finding those sorts of conversations really difficult to handle. They feel quite stressed about them. They actually don't know what the answer is. They feel a little bit ashamed at times if they can't come up with something and sometimes they're being pressurised into going in a certain direction,” she says.
While some have a clear idea of their future, many are confronted with a bewildering array of options—including roles that didn’t exist a decade ago. Kenelly believes there’s no need to rush these decisions.
“There’s every good reason to actually just let that lie whilst you’re finishing your schooling,” she advises.
One of the most important messages for HR professionals is that changing direction is not a sign of failure, Kenelly notes.
“You start out, you've got a sort of fixed view in your mind about what a particular thing might be like, and you kind of get into it, and you go, ‘Oh my god, what was I thinking?’ And the good news is that actually, it's great to be able to change or rethink a direction that you're going in,” Kenelly explains.
She shares the story of a young researcher who, after completing a computer science degree, realised his job would likely be replaced by AI and decided to retrain as a physiotherapist.
“It’s encouraged—curiosity, exploration, trying things, and then changing your mind. There is nothing wrong with that,” she says.
More than half of employees in NZ are open to a career change this year, according to a previous report from Robert Half.
‘A fertile ground’ for employers
For employers, this uncertainty is not a problem to be solved, but a fertile ground for talent development. “If they are really switched on, this is such a fertile ground for them to capture the hearts and minds of people that might decide to try their organisation from a career perspective,” Kenelly says.
She emphasises the importance of adaptability, communication, collaboration, empathy, problem solving, and teamwork—skills that are increasingly valued over narrow technical expertise.
HR leaders should focus on creating career development plans that are personalised and flexible, she says.
“It’s about growing your own people.
“The more diverse, the more enriching it is for people that are actually working in the organisation. If you've got a closed mind about this stuff, then you might not really reap the benefits of having an open mind and a growth mindset when it comes to your very own people.”
A majority of chief people officers in Australia and New Zealand believe that they need to upskill in the wake of their evolving responsibilities in the workplace, according to a previous report from Hays.
Designing training programmes
Traditional training programs, designed for specific roles, can be restrictive for young people entering the workforce with an open view of what might lie ahead. Kenelly suggests that organisations should shift their focus from jobs to skill sets.
“What skills does the organisation need to take it into the future confidently? Some of them are technical for sure, but they're about the sorts of things that allow you to reposition people into different roles within the organisation because they've got the skill sets that are required,” she says.
By building internal talent markets and encouraging employees to pick up new skills, organisations can create a workforce that is both adaptable and resilient.
Construction employers in Australia and New Zealand are putting greater focus on flexibility and upskilling in a bid to attract and retain talent in a competitive labour market, according to a previous report.
