Why work-life balance is outshining career progression—and how your organisation can adapt

When was the last time you thought about your career progression? For many professionals, while career progression remains important, it’s no longer top of mind. A recent Robert Walters survey has shown that only 11% of people rank career growth as their top priority at work. Many, particularly Gen Z, are prioritising work-life balance in a post-pandemic world where personal time feels more valuable than ever.

So, what does this mean for your organisation? It’s time to rethink how you’re structuring roles, especially management positions, to align with these shifting priorities.

Work-life balance over career climbing 

Traditionally, career progression was seen as the ultimate goal. You climb the corporate ladder, take on more responsibilities, and in exchange, you get a bigger title and salary. But with 47% of the surveyed professionals prioritising work-life balance over promotions, your organisation may need to take a step back and rethink how you’re appealing to talent.

Why is this happening? Gen Z’s entrance into the workforce is a strong contributing factor to this trend. For many Gen Z’s, the idea of having more responsibility without adequate support is overwhelming. In fact, 43% of job seekers now consider work-life balance the most important factor when looking for a new role. If your company isn’t meeting these expectations, you could be missing out on great candidates, especially for management roles.

The challenge of filling management positions 

It’s not just about attracting new talent; retaining managers is becoming harder too. Research shows that more candidates are shying away from higher-level management roles because of the additional responsibilities. Higher-level job ads are sometimes staying vacant for up to a year, leaving gaps in leadership.

So, what’s causing this hesitation? Many professionals are concerned about the increased pressure that comes with these roles. New managers often face challenges like imposter syndrome (26%), feeling unsupported (32%), and being overwhelmed by their workload (20%). If you’re asking your managers to take on more than they can handle without the right support, you’re setting them up for burnout.

Tips to promote work-life balance in your organisation: 

• Reevaluate job descriptions: Focus on creating roles that offer a healthy mix of responsibilities and personal time. Highlight how your company supports work-life balance in job ads to attract top talent.

• Promote balance from the top down: Ensure that senior leaders are setting an example by maintaining their own work-life balance. When leaders model this, it sets the tone for the entire organisation.

• Offer flexible work options: Consider implementing flexible hours or remote work policies where possible. This helps employees manage their time better and feel more in control of their workload.

The importance of training for managers

If your new managers are feeling overwhelmed, it’s a clear sign that they need more support. Training for managers has never been more important, especially given the evolving responsibilities. Today’s managers aren’t just overseeing day-to-day tasks; they’re cultivating team culture, supporting remote work, and even navigating mental health challenges among their teams.

But here’s the thing—many organisations aren’t providing adequate training for these challenges. As a result, 32% of new managers feel unsupported in their roles, which directly affects their performance and, ultimately, your team’s success.

How you can support your managers:

• Develop a robust training program: Ensure your managers are equipped with the skills they need to handle modern challenges like remote team management and employee wellbeing. This should go beyond technical skills and focus on leadership development.

• Provide ongoing assistance: Don’t just offer a one-time training session. Make sure there’s a support system in place where managers can ask questions, share their struggles, and seek advice from more experienced leaders.

• Encourage mentorship: Pair new managers with experienced mentors who can guide them through tricky situations and offer emotional support as they grow into their roles. 

Real stories, real lessons: A manager’s experience

To better understand the perspectives of Gen Z, as well as the pressure managers face today, hear Maddy’s story. Maddy, a Principal Consultant at Robert Walters Sydney, was promoted to manager at just 25 years old. However, after only six months in the role, she decided to step back into an individual contributor role. Why? Because the added responsibilities of management weren’t worth the hit to her work-life balance. 

Maddy explains, “Ensuring a healthy work-life balance is a top priority for me, and I already observed a change in this aspect during the few weeks I was a manager. I found myself carrying work-related concerns home, which wasn't as much of a problem when I was in a lower position. I soon realised that this added stress wasn't worth it, so I quickly made the decision to step down. I believe that the conventional career path no longer resonates with the modern workforce. People have learnt how to say no and feel more comfortable deviating from traditional routes of career progression.”  

Maddy’s story is a wake-up call for organisations everywhere. If your managers are burning out, they may not stick around for long. By creating roles that respect personal boundaries and offering the right support, you can make management positions more appealing and sustainable.

The future of career progression 

The workforce has changed, and your organisation needs to change with it. Professionals are no longer solely focused on climbing the corporate ladder—career progression now includes flexibility, personal time, and a manageable workload. If your company can align with these values, you’ll not only attract better talent but also retain the incredible people you already have.

Tips to adapt to these shifting priorities:

• Reconsider the manager role: Does every talented employee need to climb into management to advance? Consider creating senior individual contributor roles that allow growth without the added responsibility of managing people.

• Offer mental health resources: Your managers are likely dealing with more than just work stress. Providing access to mental health resources can help them better manage their personal and professional lives. 

• Focus on holistic growth: Don’t just promote based on performance. Consider how you can offer career development that includes learning opportunities, mentoring, and work-life balance.

• Make roles attractive to Gen Z: With younger workers entering the job market, it’s essential to make roles flexible and appealing. This generation values personal time and is more selective about the responsibilities they take on.