From Traditional to Multi-Stage Employee Lifecycle

For decades, the conventional approach to career paths followed a linear trajectory: complete education, enter the workforce, and eventually retire. This predictable model, grounded in a time when life expectancy was shorter, birth rate was higher and there was not so much competition to attract the international workforce, has become outdated and the modern workplace has evolved, with, for most, no going back to ‘good old days’, whatever these days were.

Employers do don’t have much choice. They have to think more strategically and observe trends. The Australian National University Demographer Dr Liz Allen, analysing data from the Australian Bureau of Statistics 2023 report, noted that the nation’s birth rate is perilously low and approaching a critical level—nearing the point of no return. Terry Rawnsley, a KPMG urban economist, also highlighted the economic impact of fewer young workers entering the workforce today, with projections showing even fewer in the future. According to the UN, population ageing, and increased longevity are some of the biggest challenges facing employers today. The reality is that life expectancy continues to rise, and we must rethink how we approach careers to accommodate these changes. Half of today’s children under 10 are expected to live to 100, with life expectancy increasing by two to three years per decade. Most of us will live 10 to 20 years longer than our parents and grandparents, requiring us to prepare for extended working lives.

While thinking about generations from a population perspective makes sense, overemphasising generational labels and categories can sometimes be counterproductive. In reality, there is often more diversity within a generation than between different generations.

As we continue to navigate intricacies of workforce availability, organisations may need to think about what their workforce look now and where future works will come from. No doubt, the market is going to stay competitive. Creating meaningful work experiences that engage employees at every stage of life, fostering age-inclusive cultures may be critical for organisations existence. To create meaningful work experiences in this new era, employers need to move away from rigid job structures and focus on individual needs. Co-designing work experiences based on an employee’s life stage allows for greater flexibility and engagement. As careers grow longer and more complex, organisations can better support their workforce by considering where each employee is in their professional and personal journey. By focusing on continuous learning, employers can help workers remain engaged, adaptive, and capable of navigating longer, more diverse careers. It’s never too late to acquire new skills, and with the right support, employees of all ages can thrive in the modern workforce.

Learning, Unlearning, and Relearning

Alvin Toffler’s adaptation of the quote has been increasingly used to reflect on the future of the workforce in an age dominated by rapid technological advancements and constant change: “The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”

The ability to learn, unlearn, and relearn has become essential today and will likely become even more critical as time progresses. The world of work is no longer about climbing a linear career ladder; it’s about navigating a complex web of opportunities, challenges, and transformations. As technology and industries evolve, so too must the skillsets of the workforce. It’s no longer just about acquiring new knowledge and skills, as what’s learned today may quickly become obsolete. Increasingly, it's about letting go of outdated methods, beliefs, or practices and continuously adapting old knowledge to new contexts, ensuring that individuals remain relevant in their fields.

The ability to learn new concepts and ideas is relevant to everyone, even if they are not naturally inclined to embrace it.

The Importance of Lifelong Learning

Neuroscience has shattered many long-held beliefs about ageing and the brain, particularly the idea that older adults are less capable of learning new skills. At the core of this shift is the concept of neuroplasticity, which refers to the brain’s ability to reorganise itself by forming new neural connections throughout life. It was once believed that the brain lost its capacity to change after a certain age, but research now shows this is not true. The brain remains adaptable and capable of learning, unlearning, and relearning at any stage of life.

The idea that people are limited to one career path or set of skills for their entire lives is long gone. Today, there’s an understanding that we can continue to acquire new skills, adapt to different roles, or even pursue entirely new careers well into adulthood. For individuals, this means that career transitions or acquiring new skills are entirely possible at any stage of life—from learning a new language in their 60s to embarking on a new career in their 50s. One powerful example is Minnie Payne, a 90-year-old woman who recently became the oldest person to complete a master’s degree. Payne’s story exemplifies the trend of people in later stages of life continuing their education, demonstrating that the human brain remains highly capable of learning, even in senor years.

The same applies to a 20-year-old who may not want to be doing the same thing five years into their career as when they first entered the workforce. A 30-year-old may pursue different passions, start their own business, or venture into different industries and later return to the same organisation with a wealth of knowledge.

For employers, this means rethinking workforce strategies to accommodate longer, more versatile careers and shifting expectations. Ensuring that workplace cultures promote age inclusivity and enabling individuals to acquire new skills and adapt to the challenges of longer careers—at any stage of life—will be critical, along with being open to people exiting and re-entering the workforce potentially multiple times.

The Multi-Stage Career

In the context of increased longevity and an evolving workforce, the multi-stage career is a concept that better reflects the complexity of modern career paths. Unlike the traditional linear approach of education, work, and retirement, the multi-stage career is far more dynamic and fluid. It includes different phases that people move through, depending on their personal and professional circumstances.

For example, retirement is also no longer a fixed endpoint. Research showing a trend of retirees re-entering the workforce for various reasons, the phenomenon known as the ‘Great Unretirement’.

As we shift toward a multi-stage career model, it's important to understand how each stage of the employee lifecycle contributes to a dynamic and adaptable workforce. From attracting talent to advocacy, the modern workplace requires a holistic approach to employee engagement.

Attracting

Organisations need adaptable attraction strategies to engage talent at every stage of life. Moving beyond graduate programs, employers appeal to a diverse workforce, including entry-level, mid-career professionals, individuals switching fields, returning employees, and those re-entering the workforce after a career break or retirement. Broadening this approach ensures readiness for a dynamic future.

Recruiting

Recruitment strategies should include individuals at various career stages. Mid-career professionals, those returning to work after a break, and older workers seeking new challenges all bring valuable skills and experiences. Companies must design recruitment campaigns that target more than young graduates and tap into the wealth of knowledge that seasoned professionals offer. By attracting talent across life stages, companies build a robust pipeline that can contribute meaningfully at any point in their career journey.

Onboarding

Effective onboarding meets the varied needs of a multi-generational workforce. Younger employees benefit from goal setting and career structure, while seasoned employees may require support with new technologies or workforce re-entry. A flexible, tailored approach ensures all employees feel supported from day one. With available tools like AI, this process is now much easier to implement.

Learning and Development

In a world where continuous learning is key to career longevity, companies must provide opportunities for employees to upskill and reskill at every career stage. Learning is no longer confined to the early career years; it’s an ongoing process that enables individuals to stay relevant in a constantly evolving workplace.

For younger employees, learning may focus on building foundational skills. For mid-career employees, it could centre on leadership development or technical skills. For seasoned employees, the focus may shift to new technologies or even acquiring completely new skill sets. Employers should foster a culture of continuous learning that supports employees’ growth, no matter where they are in their careers.

Retention

Retaining talent in a multi-stage workforce means supporting employees throughout their career journey. Employees at different life stages have distinct needs: younger employees may seek career advancement, while older employees may prioritise work-life balance or flexible working conditions. Flexible schedules, leadership paths, and evolving career options can help employees feel valued, reducing turnover and contributing to organisational success.

Goals Realignment

Career goals naturally shift as individuals progress through life stages. Early-career employees may focus on expertise and growth, while those in later stages may prioritise mentorship or personal interests. Regularly realigning goals with company objectives—through internal mobility or upskilling—ensures mutual benefit from ongoing development. Employers should not shy away from these conversations, as employees who seek experiences outside the organisation can return as even more valuable assets, enriched with new experience and knowledge.

Separation

Separation is a natural part of any career, but in a multi-stage workforce, it doesn’t always mark the end of an employee’s relationship with an organisation. Employees may take breaks for personal reasons, education, or caregiving, intending to return to work later.

Organisations that approach separation with a forward-thinking mindset are better positioned to maintain positive relationships with departing employees. Offering options like sabbaticals, alumni programs, or formal exit interviews can foster goodwill, increasing the likelihood that employees will return or advocate for the company. Ensuring employees leave on good terms can pave the way for potential re-entry or collaboration as external consultants.

Advocacy

Employees who feel supported throughout their careers—through learning and development, flexible work arrangements, or positive exit experiences—are more likely to advocate for the organisation after they leave.

Advocacy can take many forms, from recommending the organisation to potential candidates to collaborating as external consultants. Strong advocacy networks build a sense of community and trust, enhancing the organisation’s ability to attract and retain diverse talent.

Building advocacy also involves engaging employees as brand ambassadors throughout their careers. Encouraging them to share their positive experiences, participate in mentorship programs, or represent the organisation at industry events fosters a culture where everyone contributes to the organisation’s long-term success.

In an age where careers span multiple stages and life expectancy continues to rise, organisations that adopt an agile approach to the employee lifecycle—from attracting talent to fostering advocacy—will be best positioned to thrive in an evolving workforce.