Organisational practices that actively support skill-building have a much greater impact on employees’ confidence in their career potential than cultural values alone, especially for those less inclined to job-hop, finds new research
It might surprise you to learn that a strong organisational culture promoting employability doesn’t automatically make employees feel more capable of advancing their careers. Research by professors Alessandro Lo Presti, Assunta De Rosa and Beatrice Van der Heijden shows that what truly matters is whether employees perceive tangible support for their growth through clear developmental opportunities.
The study, Organizational Predictors of Employability and the Moderating Impact of Boundaryless Career Attitude, explored how organisational factors and individual career attitudes shape employability. Using data from 422 Italian employees the researchers examined how an employability-focused culture, tangible organisational support and employees’ career mindsets interact.
The findings underscore the importance of aligning culture with action while tailoring initiatives to diverse employee career attitudes. Below The People Space unpacks the research findings and their implications.
What did the research reveal?
1. Culture alone isn’t enough
An organisational culture that prioritises employability – the knowledge, skills and attitudes that enable employees to perform effectively – is essential. However, the study found that culture alone doesn’t enhance employees’ self-perceived employability.
What truly drives employability is the extent to which employees perceive tangible organisational support for competency development. This includes specific initiatives like training programmes, mentoring opportunities and personalised development plans. Without visible, actionable support employees may not feel equipped to grow, regardless of cultural values.
2. Career attitudes influence outcomes
The researchers also explored the role of the boundaryless career attitude, a mindset where individuals simply like to change workplace, build ample social networks and enjoy the novelty. The findings show:
- Employees with low boundaryless career attitudes (those more inclined to grow within their current organisation) benefit the most from clear, visible development opportunities.
- Employees with high boundaryless career attitudes (those drawn to novelty and external opportunities) are less likely to internalise the benefits of these initiatives, though they respond well to visible, tangible support.
This highlights the need for tailored approaches to meet the diverse needs of a modern workforce.
3. A gap between intentions and perceptions
The research underscores the importance of bridging the gap between intended and perceived support. Line managers play a pivotal role in translating cultural values into practical initiatives that employees recognise and value.
Implications for HR and people leaders
The study’s findings have significant implications for how organisations design and implement employability initiatives. Here’s how HR leaders can apply these insights:
1. Focus on tangible actions over cultural messaging
While an employability-focused culture is essential, it must be backed by concrete support. Examples include:
- Personalised development plans tailored to individual career goals.
- Mentoring and coaching programmes to build skills and confidence.
- Job crafting and clear pathways for internal mobility to encourage career progression.
Employees need to see real, actionable steps that demonstrate the organisation’s commitment to their growth.
2. Tailor initiatives to career attitudes
Different career orientations require different approaches:
- Low boundaryless career attitude: These employees are more likely to stay with the organisation if they see opportunities for long-term growth. Offer structured career paths, clear promotion opportunities and in-depth role development.
- High boundaryless career attitude: These employees thrive on variety and external connections. Create roles with diverse projects, cross-functional exposure and opportunities for networking.
By recognising these differences HR can design programmes that resonate with employees’ unique motivations.
3. Bridge the gap between intentions and perceptions
Invest in training line managers to effectively communicate and implement developmental initiatives. Managers are instrumental in shaping employees’ perceptions of organisational support, so equipping them to champion these efforts is essential.
4. Prioritise intra-organisational mobility
One of the biggest risks of enhancing employability is losing talent to competitors. Organisations can address this by fostering internal mobility, offering employees the variety and growth opportunities they might otherwise seek externally.
5. Consider cultural contexts
In countries like Italy, where loyalty and traditional career paths have historically been valued, employability strategies must adapt to changing dynamics. Increasing inter-organisational mobility and resignation rates demand a proactive approach to talent retention. Focus on personalising support to align with employees’ needs and cultural expectations.
The People Space’s practical recommendations
To maximise the impact of employability initiatives HR leaders should:
- Create clear development pathways: Offer structured programmes that align with organisational goals and individual aspirations.
- Foster reciprocity in relationships: Invest in high-quality relationships between managers and employees to encourage engagement and loyalty.
- Regularly assess perceptions: Use employee surveys to measure how developmental efforts are perceived and adjust strategies accordingly.
- Evaluate career attitudes during recruitment: Incorporate career orientation assessments into hiring processes to ensure alignment with organisational goals.
- Emphasise internal opportunities: Make intra-organisational mobility a core part of career development planning.
This research challenges the traditional assumption that organisational resources are universally beneficial. Instead it highlights the need to tailor developmental initiatives to diverse career attitudes and prioritise tangible, visible actions over cultural ideals.
By aligning organisational culture with clear developmental support and addressing individual career orientations HR leaders can create strategies that drive employability, engagement and long-term success.
Alessandro Lo Presti is associate professor of work and organisational psychology at the University of Campania “Luigi Vanvitelli”, Italy, Assunta De Rosa is a PhD candidate at both the University of Campania “Luigi Vanvitelli” (Italy) and the Vrije Universiteit Amsterdam while Beatrice Van der Heijden is professor of strategic human resource management and head of the department of strategic HRM at the Radboud University in the Netherlands