We move from one place to another more often than we realise, both physically and in our inner life. One of the defining features of postmodernity is precisely the number of episodes we string together in a single day and the changes of setting this implies. We live in motion.

These jumps between contexts, roles or tasks multiply — and with them, the feeling of acceleration. And that logic of change has penetrated fully into the professional sphere. On average, a person entering the workforce today will experience more stages and turns in their career than their equivalent a few decades ago. That’s where labour transitions become a key element: changes of job, sector and even professional identity. Stability understood as a straight line has given way to careers that are far more dynamic and changeable.

What will I read about in this article?

• What research tells us about labour transitions
• Three major challenges in the study of labour transitions
• A new framework to foster successful career changes 

To better understand the field of labour transitions, we examine a recent article by Jos Akkermans, Professor at the Vrije Universiteit Amsterdam and specialist in sustainable careers, published in the Journal of Vocational Behavior. Akkermans and his colleagues define labour transition as a process during which a person typically prepares for, goes through and adjusts to a significant change in the content and context of their professional career.

In their review, the researchers compiled articles published between 1980 and 2023 in leading journals in the field of management and organisational behaviour. Based on this review, Akkermans and his team identified various challenges in the academic literature, which we summarise in three — and which may also be useful for organisations and for anyone who is experiencing, or will experience, transitions in the labour market.

1. Idiosyncratic transitions are neglected.

 

43% of the studies examined focused on understanding the transition from unemployment to employment, 41% on the transition from education to work, and 13% on the transition from work to retirement. Only 3% examined transitions between jobs — the so-called idiosyncratic transitions. This result is likely due to methodological difficulties, as it is much harder to study work-to-work transitions longitudinally. Labour transitions are far less predictable, and it’s challenging to identify in advance who’s going to change jobs or acquire a new professional identity.

2. There is no dominant theory

 

There is no dominant or main body of literature that explains labour transitions, although two interesting theories have gained strength: the protean career theory (Hall 1996) and the boundaryless career theory (Arthur 1994). Let’s look at them one by one:

Protean career theory, formulated by Douglas T. Hall and named after the god Proteus, capable of changing form. It proposes that many careers are no longer linear promotions within a single organisation but become self-directed paths guided by each professional’s personal values. In this context, each person takes the reins of their development and adapts their trajectory, without following traditional patterns.

Boundaryless career theory, proposed by Michael Arthur, describes professional trajectories that no longer unfold solely within a single organisation but rely on external networks, contacts and flows of information. In this approach, success is not measured only by traditional criteria (position, salary), but by how the individual interprets their own journey and even chooses to reject opportunities for the sake of coherence with their values. Arthur summarises it with a metaphor: each career is a thread with its own texture that passes through different “fabrics” (companies, sectors, countries), creating a large inter-organisational tapestry.

3. Static predictors are prioritised and simple models predominate

 

Research to date has focused on how stable predictors (for example, family support, age or educational level) play a key role in labour transitions, neglecting the role of behavioural predictors such as proactivity, active search or participation.

At the same time, most studies opt for simple explanatory models that fail to capture the complexity of the mechanisms through which certain factors influence successful trajectories. It is therefore necessary to broaden the perspective towards more complex process-based models that allow us to understand not only the inclusion of behavioural factors, but also how and under what conditions this occurs.

•  Reflecting and adapting: after each step, it is time to review how the process is going, adjust what is necessary and, if required, redefine goals. This cycle of continuous evaluation is part of both personal and professional growth.

Both the review by Akkermans and his colleagues and their new framework have implications for companies as well as for anyone wishing to initiate a transition in their professional life.

For companies

 

• 21st-century organisations need to understand careers as sequences of changes, not as straight lines. HR and Talent teams can support these movements, both for those who join and those who leave.
• Investing in “learning to learn” programmes and analysing internal data helps identify what makes a professional change successful and to design better internal guides and programmes.

For people who want to initiate a labour transition

 

• Moving with purpose: before making a professional shift, it is worth clarifying what motivates us, what we value and what success means for us. From there, we can define goals aligned with our purpose.
• Taking care of self-regulation: thinking, adjusting and learning are part of the process. Setting clear objectives, taking action and periodically reviewing progress helps correct the course and continue progressing consciously.

In an increasingly changing labour market, embracing labour transitions as a natural part of our journey — and not as an exception — may be the first step towards building more sustainable, conscious careers that align with who we truly are.

Sources:

• Akkermans, J., da Motta Veiga, S. P., Hirschi, A., & Marciniak, J. (2024). Career transitions across the lifespan: A review and research agenda. Journal of Vocational Behavior, 148, 103957.
• Arthur, M. B. (1994). The boundaryless career: A new perspective for organizational inquiry. Journal of organizational behavior, 295-306.