Career trajectories have evolved significantly over the last few decades. Where previous generations often spent 30 to 40 years with a single employer, today’s workforce views such tenure as rare—and even outdated. This shift reflects larger technological, economic, and social changes that are reshaping the very concept of work. As organizations face increasing complexity and change, one powerful tool has emerged to meet these challenges: personalization.

The labor market has undergone dramatic transformations. Following the COVID-19 pandemic, the “Great Resignation” highlighted workers’ demand for more autonomy, flexibility, and purpose. Millions of job openings remain unfilled, with the supply of workers unlikely to rebound fully as Baby Boomers retire and Gen Z ushers in a new workplace ethos. But the solution isn’t solely generational—it’s deeply human. Every individual is unique, and their workplace experience should reflect that. Here are three key ways organizations can move beyond one-size-fits-all models and begin customizing careers to meet both individual and business needs.

1. Personalize Positions (Stop Hiring People Just for Jobs)

Traditional job descriptions often fail to reflect the dynamic strengths and preferences of today’s workforce. People bring distinct temperaments, talents, and aspirations to the table. Instead of forcing employees into rigid roles, organizations can adopt “job crafting”—a strategy that encourages individuals to shape their responsibilities based on their passions and strengths.

Rather than hiring for narrowly defined roles, companies can focus on skills and potential, allowing employees to take on projects that align with their unique capabilities. In practice, this might include offering short-term assignments or rotational opportunities across departments, enabling individuals to explore new areas and expand their skill sets—while still addressing business priorities.

2. Personalize Career Paths (Invest in Internal Mobility)

Career development is no longer linear. Today’s professionals may take lateral moves, step back temporarily for personal reasons, or pivot entirely to different fields. Unfortunately, many employees still find it easier to advance their careers by leaving their organizations than by growing within them.

Companies that embrace internal mobility can change this narrative. By implementing talent visibility platforms, internal marketplaces, and skill-matching technologies, employers can uncover untapped potential and align people with opportunities that match their goals. As the labor pool shrinks, such strategies not only retain talent but also accelerate productivity by enabling quicker transitions and better job fit. Personalized career journeys ensure that every individual has access to meaningful progression that reflects their evolving interests and life circumstances.

3. Personalize Perks (Offer What People Actually Want)

While compensation remains important, it is no longer the only lever for attracting and retaining talent—especially in industries facing acute shortages, such as health care. Leading employers are now designing customized benefit packages based on individual preferences.

Younger professionals may prioritize higher take-home pay over premium benefit plans, while seasoned employees may value reduced schedules or enhanced retirement contributions. Organizations are also exploring innovative support services beyond the workplace, such as meal delivery, childcare, and elder care solutions. By offering flexibility and support that truly matter to employees, companies can increase satisfaction and reduce turnover—even without raising salaries.

The Future of Work is Personalized

No matter the method, one truth remains constant: the workplace is changing, and so are the people in it. Retention strategies must shift from trying to keep people in static roles to helping them grow, explore, and reach their potential. Organizations that support this evolution—rather than resist it—will foster more loyalty, creativity, and long-term success.

While previous generations may have stayed in roles for decades in exchange for a pension or a gold watch, today’s employees expect more. Ironically, the best way to keep talent may be to help them grow—so well, in fact, that they could leave. And if organizations do it right, many of them will choose to stay.