Career development

Career development refers to the process an individual may undergo to evolve their occupational status. It is the process of making decisions for long-term learning to align personal needs for physical or psychological fulfillment with career advancement opportunities.^[1] Career development can also refer to the total encompassment of an individual's work-related experiences, leading up to the occupational role they may hold within an organization.^[2]: 2–4

Career development can occur on an individual basis or at an organizational level.

Career development planning

On an individual basis, career planning encompasses a process in which the individual is self-aware of their personal needs and desires for fulfillment in their personal life in conjunction with the career they hold. While every person's experiences are unique, this contributes to the different careers people will acquire over their lifespan.^{[2]: 16–18, 20}

In contemporary labor markets, strategic management of career progression has expanded to include intentional tailoring of application materials. Resume tailoring—the practice of adapting a resume to emphasize role-specific experience, competencies, and responsibilities relevant to targeted positions—has become a common method for individuals navigating job transitions, promotions, or changes in occupational direction. The increasing prevalence of large language models (LLMs) and related technologies has also influenced how job seekers approach career planning; tools powered by LLMs can assist individuals who lack access to informal networks or insider knowledge in shaping their applications, preparing for interviews, and steering longer-term career development pathways.^[3] This reflects a broader shift in job search strategies where technological tools complement traditional guidance mechanisms.

Long-term careers

Careers that are long-term commitments throughout an individual's life are referred to as steady-state careers. The person will work toward retirement with specialized skill sets learned throughout their life.^[1] For example, an individual may complete medical school and then work in the medical profession until retirement. Steady-state careers may also refer to holding the same occupational role within an organization for an extended period and becoming highly specialized in a particular area of expertise.

A career that requires new initiatives of growth and responsibility upon accepting new roles is referred to as a linear career, as each opportunity entails increased responsibility and decision-making authority within an organization.^[1] A linear career path typically involves vertical movement within an organizational hierarchy. For example, higher-level management positions entail greater responsibility in decision-making, resource allocation, planning, controlling, leading, and organizing managerial tasks.

Short-term careers

Short-term or temporary work arrangements are categorized as transitory careers and spiral careers. Transitory careers occur when individuals undergo frequent job changes in which each role differs substantially from the preceding one. For example, a fast-food worker who transitions into an entry-level bookkeeping or administrative role undergoes a transitory career change.^[1] Skills and knowledge from previous roles may not be directly applicable to new positions.

A spiral career consists of a series of short-term roles that are not identical but contribute to the development of a specific skill set or competency over time.^[1]

Career development perspectives: individual versus organizational needs

Individual career development initiatives are primarily concerned with personal values, goals, interests, and the actions required to fulfill them. Individuals may pursue additional education or training to align career paths with personal aspirations.^{[2]: 16–17} In this context, John L. Holland's career typology categorizes individuals as investigative, realistic, artistic, social, enterprising, or conventional, influencing career choice and progression.^[4]

Environmental factors also influence career decision-making, including work–life balance, value alignment, and opportunities for growth or stimulation.^{[2]: 19–20}

Organizations support career development through human resource functions such as training and development.^{[2]: 38–44} These functions aim to align employee capabilities with strategic organizational objectives in changing environments.^{[2]: 38–41} Human resource departments provide job descriptions, opportunities for job rotation, transfers, and promotions.^[2]: 46 Managers facilitate communication, nurture work environments, and support learning and development, which influence employee retention and turnover.^[5]

Quiet ambition

Quiet ambition is a work mindset in which individuals prioritize personal values and life goals over organizational advancement or financial outcomes.^[6][7][8][9]

Relative context of social identity in career planning

Socio-demographic factors such as age, gender, race, and socioeconomic status may influence the extent to which individuals pursue career planning or professional development opportunities. Balancing personal and professional demands may lead individuals to adapt, change, or abandon career paths.^{[2]: 20–21}

Research suggests that men and women may approach career decisions differently due to varying life circumstances and societal expectations. Women are more likely to prioritize balancing work and caregiving responsibilities, while men may emphasize career advancement and income growth.^[10]

See also

• Employment counsellor
• Global Career Development Facilitator
• Holland Codes
• Occupational Outlook Handbook
• Personality psychology

Notable figures in career development

• John L. Holland – American psychologist (1919–2008)
• Frank Parsons – Father of Vocational Guidance
• Edgar Schein – Swiss-American psychologist (1928–2023)

References

1. Cooper, Cary L.; Robertson, Ivan T. (1988). "International Review of Industrial and Organizational Psychology, 1988 Volume 3". International Review of Industrial and Organizational Psychology. 3. Los Angeles: University of South California: 245–277. ISBN 0-471-91844-X.
2. McDonald, Kimberly; Hite, Linda (2016). Career Development: A Human Resource Development Perspective. New York: Routledge. ISBN 9781138786127.
3. "ChatGPT for Tailoring: How to Use AI to Tailor Your Resume". Reztune.com. Retrieved December 14, 2025.
4. "Hollands Occupational Personality Types" (PDF). HopkinsMedicine.org. Retrieved December 14, 2020.
5. Barbose de Oliveira, Lucia; Cavazotte, Flavia; Dunzer, Rodrigo Alan (2019). "The Interactive Effects of Organizational and Leadership Career Management Support on Job Satisfaction and Turnover Intention". The International Journal of Human Resource Management. 30 (10): 1583–1603. doi:10.1080/09585192.2017.1298650. S2CID 157077109 – via Routledge, Taylor and Francis Group.
6. "'Quiet ambition' could spell trouble for succession plans". Becker's Hospital Review. November 9, 2023. Retrieved August 24, 2025.
7. Tribble, Dennis (May 31, 2024). "Quiet Ambition". ASHP. Retrieved August 24, 2025.
8. Adamczyk, Alicia. "Americans are in the era of quiet ambition". Fortune. Retrieved August 24, 2025.
9. Callahan, Cloey (May 16, 2023). "'A different path to growth': WTF is quiet ambition?". WorkLife. Retrieved August 24, 2025.
10. Barnett, R.C.; Hyde, J.S. (2001). "Women, Men, Work, and Family". American Psychologist. 56 (10): 781–796. doi:10.1037/0003-066X.56.10.781. PMID 11675985.