How do you make your next role a ‘career home’?

Those of you that know me, know how much I want to see others thrive when it comes to their career. Recently I gave a talk that highlighted the importance of taking ownership of your career and the tools to be able to do this effectively. I discuss this with my coachees when they are to embark on a new career move too. 

A question that comes up is – what is the difference between a career destination versus a career home Jo?

A career destination is, for a set period of time and may not necessarily transpose to a new opportunity in the very business you choose to take a role with; sad but unfortunately true.

Some businesses are still grappling with how to manage internal mobility effectively.

A career home is somewhere you join for the long term with the intention, offering and opportunity of working on a multitude of different things when you are ready for the next stage – having many career destinations in the one business you are working in and typically a step up. What if I told you that you can take accountability and explore this even if the business you are working in does not have a clear internal career pathway program or process for their employees?

In this current market, more and more people are reviewing the next role they progress to. Making a decision of what role to take & when depends on your must haves, your mindset, life circumstances vs. the company offering, their products and services, their values vs. yours, the role they have and the future you preempt with them. It is a risk and so decisions should be made consciously.

Here are 7 possible steps to own your career on an ongoing basis to avoid career unhappiness and make conscious decisions that can lead to continued growth:

Step 1

Evaluate your skills – ask others for their view and do an assessment.

Step 2

Consider your options v’s the market needs or pain points you can address.
What roles exist out there right now, who may be working in the roles you aspire to. How does this fair up with your skills v’s pain points you can address?

Step 3

Collate all your personal branding collateral.
This includes things like your LinkedIn, CV and other social platforms you use and places you showcase your skills.

Step 4

Do your research & figure out the product/services/companies you would want to work for and network with; reach out, apply and have those robust conversations.

Step 5

Practice articulating your career story and sharing the key things you are ‘proud of’ having achieved; this will get you ready for ‘interviews’.

Step 6

Create your career plan using the Rapid Planning Method (RPM).

Step 7

Take those big outcomes from your plan and break it down into incremental actions on a weekly, monthly or yearly basis depending on your timeline.

For more tips, join my slack community here: https://lnkd.in/g8jv5r5W

Protoscience

Main photo by DocuSign on Unsplash

Article By

Get more articles direct to your inbox

Upcoming Events

Annual Conference: ATC2026 UPLIFT

13 & 14 October 2026

AI Uplift Workshop: Play Ball with AI

September and October 2026

Download the 2026 State of Talent Acquisition Report

You may also enjoy reading...

Discover the top 7 TA and HR podcasts for ANZ and global talent leaders. Benchmark your hiring strategy with insights from TaPod, Edan Haddock - Total Talent, bAIbes, and more on TA strategy and AI tech.
The shift to becoming a Skills-Based Organisation sounds straightforward: understand the skills you have, identify the capabilities you need, and use that insight to make better workforce decisions. In practice, getting there requires changes to how organisations think about jobs, workforce planning, learning, technology and, importantly, the role of Talent Acquisition. For TA Teams, this creates an opportunity to move beyond replacing roles like-for-like and play a more active role in shaping the capabilities the organisation needs next. But what does that actually look like in practice?
Our recent LinkedIn poll surfaced an important mindset shift for Internal Talent Acquisition Teams. When asked who they saw as their ‘Customer’, the largest proportion of respondent (all Talent Acquisition Leaders and Senior Recruiters) chose ‘The Hiring Manager’. That perspective reflects a traditional recruitment model, where success is defined by responding well to a hiring request.