Recently, I’ve been coaching young professionals seeking the second or third jobs of their careers. Many started their careers with jobs they couldn’t refuse—positions that allowed them to live in their preferred city, pay back student loans, or get off the family payroll. After a few years, however, they’ve realized that the dream job they once sought isn’t aligning with their current reality, and they feel the need for a change.

In this post, I’ll explore what this means for both these employees and the employers who need to recruit, train, and retain top talent to build the next generation of leaders.

A Shift in Traditional Employment

Reid Hoffman, co-founder of LinkedIn, predicted that 9-to-5 jobs are dying and will be extinct by 2034, as shared in this post on LinkedIn and an  X thread by entrepreneur and investor Neal Taparia. Hoffman also predicts that within a decade, 50% of the US population will be freelancers—and they’ll earn more than traditional employees. As AI enters the picture, personal branding and standing out among your peers will become more important than ever.

Where does this leave those employees just starting in their careers? They are facing a new workplace reality due to the ripple effect of the COVID-19 pandemic which enabled a remote work environment for many professions disrupting the traditional requirements to be in the office to get your work done. As the nature of work shifts, we are all grappling with what works best for each company’s environment, and I’m finding that the supports that were once built into corporate onboarding and training have slipped tremendously. Unfortunately, this does a disservice both to employees and the companies they work for.

One key factor contributing to their sense of disconnection is companies’ failure to integrate new hires effectively, particularly in hybrid or fully remote work setups. This lack of inclusion breeds isolation and significantly hampers productivity and job satisfaction.

Working in the office can present a Catch-22. Interpersonal relationships with co-workers and learning by osmosis are real benefits of in-person workplaces that can get lost when working remotely. However, forced office time often backfires and causes resentment when employees find themselves in impersonal environments with few familiar faces when they arrive. Many times, in-the-office time is not coordinated by teams to gain the benefit of in-person meetings and mentor sessions. The lack of integration and the prevalence of closed office doors contribute to a disengaging experience that can be emotionally draining. As a result, early-career employees— who often have long commutes due to the high cost of city living—feel that they have wasted time commuting just to “show up.”  

So, while companies invest heavily in recruiters and AI-driven tools to screen resumes, there seems to be a lack of emphasis on employee development once employees are onboarded. This glaring oversight results in fewer growth opportunities leading to an absence of employee loyalty. A downward spiral ensues, as employees feel like they have to leave the company to seek new ways to advance their careers. It is a frustrating situation for HR managers, company managers, and employees.

Where Talented Young People Are Struggling

Here are some real-life examples of how companies have neglected to train and prepare new employees, leading to discouragement and ultimately turnover in some cases.

• One company placed an employee in a sales role without providing any sales training, only to criticize them for not meeting quotas. Without mentorship, coaching, or guidance, the promising employee eventually became disheartened and risked being fired.

• Another case involved a new hire asked to represent their company at a tradeshow. They were assigned to work the tradeshow booth without adequate training in how to speak about the company’s products and services. The lack of customer and marketing training paired with insufficient product knowledge meant that the new hire could not generate leads or effectively engage with potential clients. A brief, targeted training session could have significantly improved their performance and outreach.

• In an educational setting, a recently hired teacher was isolated when assigned to a floor with veteran educators who were resistant to learning about new teaching methods. Despite the new teacher’s eagerness to implement innovative concepts, the resistance from experienced colleagues stifled their efforts and limited their impact, as well as prevented the teacher from bonding with new colleagues.

What has Changed

In contrast, when I was starting my career, companies like Honeywell and IBM offered rotation programs to expose new engineers to various areas, along with classroom training, guest speakers, and supportive mentors. This scaffolding for learning fostered both loyalty and job satisfaction. Unfortunately, many modern companies lack the resources or commitment to provide similar support, leading to diminished employee engagement and enthusiasm.

So, how did we get here? The gap between initial enthusiasm and long-term satisfaction is widening due to inadequate support systems, poor integration, and a lack of meaningful growth opportunities. Addressing these issues is crucial for fostering a more engaged and loyal workforce.

Strategies for Employers

Here are 11 strategies companies can implement to improve employee satisfaction, engagement, and development for long-term employees with a multifaceted approach:

1. Create Clear Career Pathways – Develop personalized career development plans that outline potential career paths for growth opportunities and clearly define promotion requirements.

2. Enhance Learning and Development Opportunities – Offer continuous learning opportunities through workshops, seminars, online courses, and certifications. Implement mentorship or coaching programs where experienced employees guide and support newer or less experienced staff. Provide leadership training and succession planning to prepare employees for future roles.

3. Foster a Supportive Work Environment – Cultivate an inclusive and supportive culture where all employees feel valued and respected. Promote work-life balance through flexible work arrangements, remote work options, and adequate vacation time.

4. Recognize and Reward Contributions – Implement regular recognition programs to celebrate achievements and milestones and ensure competitive compensation packages are regularly reviewed to reflect performance and market conditions.

5. Provide Meaningful Work and Autonomy – To keep employees engaged, assign meaningful projects that align with their skills and interests. Allow employees to take ownership of their work and make decisions that impact their roles.

6. Improve Communication and Feedback – Conduct one-on-one meetings to discuss career goals, feedback, and concerns.Maintain open communication channels for employees to voice their ideas, feedback, and concerns.

7. Support Personal Well-being – Offer programs that support mental, emotional, and physical well-being, such as counseling services, fitness memberships, and wellness initiatives. Provide resources and training for stress management and coping strategies.

8. Encourage Innovation and Creativity – Create platforms for employees to share innovative ideas, participate in brainstorming sessions, and allow employees to work on creative projects or initiatives outside their regular responsibilities.

9. Promote Team Collaboration – Invest in team-building activities that foster collaboration and strengthen relationships among team members. Encourage employees to work on cross-functional projects to broaden their experience and network within the company.

10. Provide Robust Onboarding and Integration – Ensure new employees receive comprehensive onboarding so they can integrate smoothly into the company culture and understand their role. Facilitate opportunities for new hires to build relationships and connect with their colleagues through social events and team activities.

11. Adapt to Changing Needs – Be adaptable and responsive to employees’ evolving needs and preferences, including changes in work patterns or personal circumstances. Continuously gather and act on employee feedback to improve policies and practices.

By implementing these strategies, companies can enhance employee satisfaction, engagement, and development, leading to a more motivated and loyal workforce. Leaders must champion these initiatives and ensure they are integrated into the company’s culture and operations, which can be especially difficult with a remote or hybrid working environment—but it is essential to put in the extra effort to make it work.

Of course, new employees need to do their part as well—simply changing jobs when you are dissatisfied with your current situation is not a solution. I’ll address how employees can proactively manage their careers in my next post.

[Image source: AI generated]