While the mid-career stage is often characterised by experience and accumulated expertise, it can also be a breeding ground for profound uncertainty.
Busani Gumede, an HR academic, shares insights into the common struggles of mid-career employees and what organisations can do to retain and support them effectively.
According to him, most people, at some point in their careers, have been or will be stuck in what feels like a stagnant career, as career stagnation is a real phenomenon that negatively impacts both employees and employers.
Explaining what causes this stagnation, Busani says, “A job that may be repetitive, unfulfilling, or unaligned with an employee’s overall career objectives, with no options for promotion or lateral movement. This is happening a lot with mid-career professionals or employees who often find themselves at a crossroads in their careers.''
''This, as a result, may cause a moment of doubting their abilities, wondering if they are still relevant in their field. This pressure can erode self-confidence, leaving individuals feeling disconnected from their roles,'' he adds.
Busani mentions a lack of career growth or advancement, skills gaps and technological changes, job insecurity, and a desire for meaningful work as some of the most common mid-career challenges.
''Limited opportunities for promotions can lead to feelings of stagnation or frustration. Technology is also evolving rapidly, and employees in the middle of their careers may struggle to stay current with new tools, platforms, or software in their field. There can be pressure to upskill, particularly if they work in industries heavily influenced by tech.’’
Beyond financial security, professionals also seek purpose in their work.
‘’At mid-career, many employees start questioning if they’re in the right role or company. Career transitions (whether voluntary or due to downsizing, restructuring, or company changes) can be particularly tough, and job insecurity can be more pronounced. They may also feel disconnected or overlooked because of the lack of organisational culture, which may involve diversity and inclusion and leadership accountability.’’
Busani observes some of the biggest mistakes organisations make when trying to retain mid-career talent, such as a lack of career development opportunities, succession planning and career progression, not providing autonomy, and inadequate compensation and benefits.
“By mid-career, employees typically want more autonomy and control over their work. Micromanaging or not trusting employees to make decisions can lead to frustration.''
”Mid-career employees need to be kept engaged and motivated, and this requires a thoughtful approach because, at this stage, they often seek meaningful challenges and growth opportunities.''
Busani says this can be achieved by “providing opportunities for lateral moves or job rotations as cross-department collaborations. Promoting a culture of feedback also helps, which involves two-way feedback and constructive and supportive feedback”.
''Also ensure mid-career employees feel that their contributions are valued, no matter how long they’ve been with the company. Cultivating an inclusive culture where all employees feel heard and respected is essential for engagement.''
According to Busani, measuring the success of mid-career retention strategies is essential for CHROs to determine whether their initiatives are effectively engaging employees and keeping them motivated.
''Several key metrics and methods to be used to help measure the success include employee retention and turnover rates, exit interviews, employee perception surveys, and absenteeism and sick days.''
