For decades, career success meant one thing: climbing. Each rung of the ladder represented a promotion, a pay rise, a new title. But that model is quietly giving way to something more complex and, for many workers, more fulfilling. Lateral moves, career pivots, portfolio careers built across multiple employers: what were once seen as detours are increasingly being recognised as deliberate strategies. The question is whether this shift is a niche trend or a fundamental rewiring of how we think about work.There has been a large increase in the proportion of Irish workers having more than one job, according to official Eurostat figures – with 4.2 per cent of workers now having multiple jobs compared with 2.2 per cent 10 years ago, says Cathy Balfe, career coach at Career Coach Me. “This contrasts with the European average, which has held constant at a little over 4 per cent over the past 10 years.“A research study conducted by the Irish Government Economic and Evaluation Service in 2022 noted that official figures likely underestimated the numbers working multiple jobs for several reasons – they estimate there are approximately 200,000 multiple-job owners in Ireland. Given the labour market size of 2.9 million individuals, this would imply closer to 7 per cent of the labour force having multiple sources of employment.”In today’s tight labour market, HR and business leaders are increasingly recognising the importance of providing opportunities for career development as a strategy to attract and retain top-tier talent, says Vicky O’Neill, HR strategy specialist at Ibec. “Industries are converging and redefining themselves, and as the rate of change continues to accelerate, skill requirements continue to diversify.Vicky O'Neill, HR strategy specialist at Ibec. Photograph: Conor McCabe “Thus, offering development is both a strategy to attract and retain talent, and to sustain businesses in the future.”Both organisations and employees alike are becoming more used to lateral moves, with a better understanding now that career growth is not always defined by title alone, agrees Niall Davis, senior talent acquisition partner at MSD Ireland. “Sometimes the most valuable move a person can make is sideways into a new team or a different part of the business, or even sometimes into a completely new discipline where they can build broader experience and new skill sets.”These new ways of approaching career progression are likely to become more mainstream, particularly in knowledge-based and innovation-led sectors, where adaptability, cross-functional thinking and continuous learning are increasingly important, Davis says.We are experiencing consumerisation of work, due to talent scarcity and anticipate that, given this, employees will continue to demand better career prospects, says O’Neill. “This can be reflected in a decrease in average job tenure across many roles and industries.”“According to a LinkedIn report, approximately 87 per cent of employees would consider staying longer at a company that invests in their career development. This reflects a growing trend where job seekers not only prioritise salary but also the potential for personal and professional growth when evaluating employment opportunities.”Cathy Balfe, career coach at Career Coach Me Companies willing to invest in their employees’ growth can differentiate themselves from competitors, enhancing their attractiveness in a market where talent is both scarce and discerning, O’Neill believes.Although pay and compensation play an important role in employee motivation, there are other factors that are also influential to an employee’s wellbeing, says O’Neill. “Organisational design, psychological safety, career opportunities, meaningful and challenging work, strong leadership, etc., are all critical to achieving job satisfaction and employee wellbeing in the workplace.“By prioritising talent support and development and adapting leadership practices to the evolving work environment, Irish businesses can cultivate a resilient and engaged workforce poised to navigate future uncertainties and capitalise on emerging opportunities.”Davis says there is also a broader shift happening around how people think about their careers more generally, with a greater focus on flexibility, balance and personal fulfilment. “We see real value in creating an environment where people can shape their own path in a way that works for them, rather than feeling there is only one route to progress.”There can be significant advantages to moving away from linear career paths, says Davis. “People who have worked across different functions, teams or industries often bring a broader perspective, stronger collaboration skills and a more holistic understanding of how organisations operate.“That can be especially valuable in pharma, where progress depends on different specialisms working closely together. It can also be extremely valuable as employees, too, where the right lateral moves can significantly accelerate vertical progression later on.”