Malaysian Employers May Need To Rethink Conventional Career Progression Models

KUALA LUMPUR, Oct 21 (Bernama) -- Malaysian employers may need to rethink traditional career progression models, with 44 per cent of Malaysian talent surveyed saying they do not want a conventional linear career path, reflecting the need for alternative routes to advancement beyond management roles.

In a statement today, GLOBIS Asia Campus chief executive officer Dr Takashi Tsutsumi said Randstad Malaysia's 2026 Workmonitor survey findings raised questions about how success should be defined, as professionals increasingly consider alternatives to climbing the corporate ladder.

“This raises an important question for Malaysian professionals and employers alike: if moving up the hierarchy is no longer the only measure of progress, what should take its place?” the statement read.

Tsutsumi said career success should not be measured by job titles alone, but should also reflect the expertise professionals develop, the financial security they achieve and the contributions they make. 

He said employers need to provide career advancement opportunities for professionals who want to develop their expertise without moving into management.

Tsutsumi said moving into management remains the clearest route to higher salaries and greater recognition in many organisations, but not all professionals share the same strengths or career ambitions.

He said management roles require different skills, including developing colleagues and addressing poor performance, which might not align with every professional’s strengths or career aspirations.

As such, he said employers should recognise specialist career progression through greater responsibilities, professional recognition and competitive compensation, without requiring professionals to manage teams.

He also stressed that career progression should reflect individual priorities, including financial security and more predictable working hours, particularly for those supporting a family.

“Career success is ultimately personal, and opportunities for growth should accommodate different priorities rather than assume everyone is working towards the same destination,” he said.

Tsutsumi highlighted the Japanese concept of kokorozashi or personal mission, which encourages professionals to consider the impact they want to make through their work rather than focusing solely on the positions they hope to attain.

He said this approach could help individuals identify the skills and capabilities they need to develop to achieve their goals, instead of pursuing qualifications or promotions for their own sake.

A personal mission need not lead to a single career path and may evolve as individuals gain experience and their opportunities and priorities change, he added.

For employers, this broader understanding of career success should translate into practical opportunities, including specialist career tracks, leadership of complex projects and compensation that reflects employees’ contributions.

“Ultimately, redefining career success means giving professionals the freedom to pursue what matters to them, while ensuring their skills and contributions are recognised and rewarded,” he said.

-- BERNAMA