Young Employees and Career Success: HRD's Next Challenge

Abstract

Perceptions of careers and the role of career development have changed in recent history in the wake of downsizings and organizational restructurings. Both employers and employees seem to have traded loyalty for expediency. At the same time, the global marketplace has increased competition for products and services, prompting renewed interest in recruiting and retaining innovative staff. The focus will be on attracting the newest generation of employees entering the workforce all over the world. This study uses this dynamic context to address young adults’ perceptions of career success and to explore how HRD can respond appropriately in career development practice and research. This qualitative study employed focus groups to gather data from 31 young adults (average age 29) currently residing in the Midwestern United States. While this is not a global sample, this research lays the groundwork for more broadbased study. The results show these young adults use both objective and subjective goals to define career success, and they express clear interest in balancing life and work as a critical aspect of that success. Implications for HRD include how to update career development to accommodate the needs of this present and future workforce and ideas for further research.

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