Today’s career ladder looks rather different from the traditional one familiar to many of us. The straight line of rungs no longer really works as a metaphor; it’s more akin to a climbing wall now. Employees can scale it but sometimes that means adjustments and shifting position, finding new ways to do things that occasionally involve going sideways or backwards temporarily in order to reach their goal.
“We are witnessing a significant shift in how people perceive career progression,” says Jennifer Gallivan, head of talent acquisition at Deloitte Ireland. “The traditional linear ladder, where career growth means moving steadily upward within a single function or role, is evolving into a more dynamic and flexible journey. Today, career paths often include sideways or non-traditional moves that allow individuals to broaden their skills, gain diverse experiences, and adapt to the rapidly changing business landscape.”
This is something Gallivan has witnessed at first hand, Deloitte having embraced the concept of internal mobility when it comes to progression.
“We recognise that technology is reshaping industries and transforming roles, which means the skills required are constantly evolving. As a result, lateral moves and cross-functional experiences are becoming the norm rather than the exception,” she says.
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“Our goal is to empower our people to grow their careers in a way that is meaningful to them. By offering opportunities to work in new teams, take on different projects and engage in continuous learning, we enable our talent to develop a versatile skill set and build a fulfilling career.”
One of the core reasons that Deloitte and many other businesses are embracing this change is that it has become clear that the concept of career progression needs to change.
“Organisations understand that in today’s fast-changing environment, career progression is no longer just about moving up a ladder but also about gaining diverse experiences through lateral or cross-functional moves,” says Gallivan.
“This approach benefits employers too. Employees who move internally hit the ground running, bring valuable organisational knowledge, and help retain top talent.”
Aggressively encouraging mobility within can make employees more aware of what a company wants. Focusing on diversifying the skill set of the existing workforce shows staff that the business is serious about development.
“At Deloitte, we actively promote internal mobility opportunities to our people. We often advertise roles exclusively for internal candidates, encouraging employees to apply for any open position. We prioritise internal candidates over external applicants to ensure a positive experience for our people, regardless of the outcome,” says Gallivan.
“Our internal mobility policy plays a crucial role in supporting this approach, fostering a culture where employees feel encouraged and supported to explore new roles, teams and projects within the organisation.”
Deloitte has developed a dedicated platform for internal mobility, ensuring staff have transparent access to all available roles.
“We actively promote a culture of curiosity, encouraging our people to explore new opportunities across teams and functions. This approach supports continuous learning and skill development, helping employees navigate non-linear career paths with confidence,” says Gallivan.
“Ultimately, fostering an environment that values internal mobility and supports diverse career journeys is key to attracting, developing and retaining talent in Ireland’s competitive market.”
While the example set by Deloitte is admirable, it’s not the norm across industry in Ireland. There are, understandably, real fears among workers when it comes to deviating from the traditional path.
“Several barriers tend to hold people back. Economic constraints, particularly Ireland’s housing and cost-of-living pressures, create reluctance to accept any dip in level or pay,” says Paula McLoughlin, chief strategy officer and partner at EY Ireland.
“Professional identity traps are another obstacle, as people worry that stepping sideways signals stagnation or lack of ambition, especially in title-heavy industries. Finally, structural vagueness within organisations, common in SMEs and some semistate bodies, means employees often cannot see where a lateral move will lead, making the risk feel greater than the reward.”
That’s why any encouragement of lateral or seemingly backwards moves requires more than just transparency from organisations. They have to ensure their staff can trust that management will provide the support needed to alleviate concerns.
“Organisations who commit to, and actively support their workforce to move laterally, or avail of non-linear career paths demonstrate higher levels of organisational commitment, lower attrition and higher employee engagement,” says McLoughlin.
“When employees feel supported to self-direct their career moves, gaining skills and building networks across the organisation, both the individual and the organisation reap the benefits.”
Once the employee feels safe in taking the jump to a new challenge, the long-term benefits to both them and the employer are significant.
“Portfolio-style careers bring distinct benefits to both individuals and organisations. For individuals, they provide work-life leverage by allowing people to combine stability, such as part-time employment, with project-based or freelance work across creative, digital or advisory fields,” says McLoughlin.
“They also build broader resilience, as diversifying skills and experience helps protect against sector volatility. In addition, moving between domains accelerates capability building, equipping individuals with a richer set of problem-solving tools than remaining within a single vertical.”
McLoughlin says the more employees are encouraged to diversify their career paths, the greater the result for the employer.
“For organisations, portfolio careers offer access to specialised expertise on demand and ensure a continuous flow of fresh thinking. Professionals with portfolio careers bring external insights that help prevent organisational stagnation,” she says.
“This model also supports adaptive workforce design, enabling organisations to scale capability up or down without committing to traditional long-term headcount.”
