Are Long-Term Careers a Thing of the Past?
by K. Sudarshan, Managing Director EMA Partners India Regional Chair APAC

“Are you thinking long-term about your career prospects?” – Is this a statement you’ve heard recently?
Today’s workforce is increasingly influenced by Millennials and Generation Z. Having witnessed the pandemic and its aftermath during a crucial phase of their lives,
they are now approaching work with a different mindset, ready to reshape the rules and methods for building their careers.
They are young, ambitious, fast-paced, restless, and quick to move on if their jobs don’t align with their desire for meaning and purpose.
Moreover, the vast array of career options today, coupled with the fierce competition for talent, raises an important question:
Are people really thinking long-term when it comes to their next job?

Here are some thoughts that might help answer that question:

Decisions Today Are Driven by the Search for Meaning
The current talent pool is driven by a broader sense of purpose and is not afraid to challenge the status quo to find meaning in their work. In this context, it is crucial for companies to communicate their visions and expectations transparently and honestly.

Growth Matters
Talents are increasingly eager to explore new frontiers, gain global experience, and prove themselves in new roles with executional discipline. Without overpromising, companies should be mindful of the pursuit of growth across various roles while also fostering the personal development of their employees.

Quality of Life Takes Center Stage
For today’s young generation and many workers, life priorities have shifted. While money and career remain important, quality of life has gained significant importance.
The new motto is: Do more of what you love, and less of what you merely like.

People Follow People
Today’s talents seek inspiration from leaders and prefer to build strong coach-coachee or mentor-mentee relationships in the workplace. Companies should therefore focus on developing inspiring leaders who in turn can fuel the growth of others. Empowering leaders and giving them the freedom to shape teamwork independently is key!

Given these considerations, there’s no denying that the world of work has profoundly changed for both employers and employees.
While “overnight success” remains rare, even today, most successful CEOs have spent considerable time in their company or industry.

Here are some insights from highly successful CEOs on critical aspects of their careers and how they and their organizations have benefited:

Trust—The Eureka Moment Will Come
Reflection is motivating! When looking back and realizing how much you’ve learned, there is usually a “Eureka moment” in your career.
This moment may come sooner for some and later for others. But when you have learned and made progress, that moment is almost guaranteed to come. Trust is crucial!

Focus on Impact, Financial Goals Will Follow as a Byproduct
What matters is action with impact. If you make a clear contribution and build expertise in a specific area, financial success will naturally follow as a byproduct.

Think Like an Entrepreneur
Move beyond mere transactional thinking. Consider the workplace as an extension of your personal domain. Can you imagine how powerful companies would be if every employee viewed their role through the lens of an entrepreneur? Just as companies invest in their talents, it’s only fair for talent to go above and beyond to create real value.

Culture Comes First
Personal connections are what matter. True leadership involves taking the initiative, building long-term connections, and showing empathy toward your team members.

Seek a Mentor or Career Coach
When building long-term careers, it’s essential to also focus on personal development goals—only then can true fulfillment occur. Collaborating with a mentor or coach can be a real catalyst!

The Trust Relationship Between Employer and Employee
Over the past decade, we’ve seen the loyalty bond between employer and employee become strained due to mass layoffs, restructurings, and more. Successful careers emerge when both talent and company demonstrate a high level of trust and loyalty.

Looking ahead, we expect the business world to continue evolving rapidly. Holistic thinking, proactive behavior, and adaptability will be critical success factors for both talent and companies.

In conclusion, from the perspective of EMA Partners Switzerland:
Long-term careers are by no means a thing of the past—they are simply evolving.
The changing world of work opens up new opportunities for both talent and companies to build meaningful relationships founded on trust, innovation, and mutual growth.

We observe that the most successful careers are shaped by perseverance, a clear vision, and the willingness to look beyond the horizon.
While the world of work has become more dynamic and fast-paced,
the power of long-term investment—in relationships, personal development, and culture—remains as strong as ever.
For both companies and talent, the message is the same:
Those who are ready to adapt, fill their roles with purpose and commitment, and look forward together will reap the rewards of long-term success.

Together, we are shaping careers that not only fulfill the moment but also bring meaning and satisfaction in the long run.
The future is bright—for those who move forward with passion, commitment, and a desire to grow. 🌱

Job dissatisfaction doesn’t stem from the work itself or the company, but from relationships.
— Adriana Prates, CEO of Dasein EMA Partners Brazil

With hard work and dedication, anyone can achieve success – at least, that’s what the “American Dream” promised (a strategy from the 1930s to help people forget the horrors of World War I). Success was defined as power and consumption – the more you buy, the higher your status and, presumably, your happiness.

This strategy worked so well that it transcended American borders and became a kind of Western “ethos.” Who among us has not been influenced by the belief that “work gives life meaning”?

And this is precisely where the dilemma lies: If, today in 2024, we work so much and consume just as much, why are dissatisfaction rates so high?
Why do over 30% of people report burnout and anxiety, according to the National Association for Occupational Medicine?

Numerous studies attempt to answer this question, but so far, we only have clues. The individuality of each person certainly plays a role. However, dissatisfaction can generally be linked to one core aspect of human nature: relationships!

Dissatisfaction doesn’t come from the work itself or the company as a whole, but from the relationships, particularly between leadership and employees. People typically don’t leave organizations; they leave managers. A recent Gallup study supports this view: over 50% of employees who leave cite problems with their supervisor as the reason.

The role of leadership is crucial. It is becoming increasingly important to identify individuals capable of building healthy relationships and cultures, creating a meaningful work environment. Ineffective leaders often struggle to guide and motivate their teams, as they fail to recognize or appreciate their employees’ contributions, leading to dissatisfaction and a decline in productivity.

On the other hand, management practices that “humanize” work relationships contribute to the development of increasingly healthy connections. Leaders who prioritize open and transparent communication, listen to concerns, ideas, and opinions, and value mutual, continuous feedback, have a tremendously positive impact.

Genuine recognition and appreciation of employees are key to sustainable motivation. When personal values are understood, and it becomes clear what makes an individual feel particularly valued, work relationships can deepen, significantly boosting motivation and productivity.

People want “authentic” leaders who lead by example. This is especially important when it comes to respecting diversity and inclusion. It quickly becomes evident whether someone truly believes in these principles or merely waves the flag for “gain.” Every individual is unique in their differences, and through an overarching, open “bridge-building culture,” everyone can benefit – and ultimately, gain joy. Companies with high employee engagement, shaped by positive relationships, experience 24% less turnover compared to those that do not, according to Gallup.

Quality of Relationships
EMA Partners Switzerland shares the conviction of EMA Partners Brazil:
Effective leadership is only possible through high-quality relationships. For us, quality relationships are not only crucial in our daily interactions with clients and candidates, but we also place great emphasis on the “human match” during our recruitment processes. This is essential for the high satisfaction of all parties involved and for the long-term success of placements.

Additionally, we offer mentoring and coaching programs that provide leaders with valuable space for free and non-judgmental thinking, foster efficient development, and help them promote key factors for high productivity within team dynamics.

It is a great pleasure for us to contribute to the professional growth and fulfillment of our clients.

In this sense: To thriving relationships – they are the true core of sustainable fulfillment.

Tensions rise in the meeting room, glances become intense, and the tension in the air is palpable. Who hasn’t experienced this? A constructive discussion was just taking place, and suddenly the flow has stopped. Instead, nothing is moving forward, and a classic situation unfolds where a process conflict almost leads to an escalation.

Often, it’s clear behind closed doors that the process conflict is actually a relationship conflict… And very few proactively tackle this… Perhaps better to sit it out, thinking “it will get better,” “common sense will prevail” – but will it?

It’s clear – if conflicts are not well managed, they can significantly impair a team and even paralyze it. Conflict management is therefore one of the greatest fears for new managers. According to a study by Benjamin Laker and Vijay Pereira, around 38% of employees in the UK experience interpersonal conflicts annually, and in the USA, employees spend almost three hours per week dealing with conflicts. Overall, according to the study, conflict resolution can take up to 40% of a manager’s time.

But: conflicts are not inherently bad – they are often the starting point for the best ideas, which arise through an initially perhaps controversial and constructive confrontation.

And beware – if there are no conflicts at all in a larger team, there is a good chance that “groupthink” is so pronounced that no diversity is allowed – which in turn generally reduces the rate of innovation.

So, the goal is not to avoid conflicts but to approach them constructively and openly.

The key is to understand their causes.

To find these out, Benjamin Laker and Vijay Pereira surveyed more than 1,000 first-time managers and their direct employees in 76 companies worldwide. They consistently found that recognizing the cause or trigger of a stressful situation can prevent conflicts before they start.

The four triggers of the majority (91%) of conflicts within organizations are caused by the following issues:

• Communication differences (39%),
• Opaque performance standards (14%),
• Unreasonable time constraints (16%), and
• Unclear expectations (22%).

So, what helps?

1. Establish clear communication channels. See important conversations as an investment. 
   Often, we are confronted with multiple communication channels simultaneously. It helps to define within the company and team which information is shared on which channel – where is information shared that does not require an immediate response but serves as information? And through which medium are questions shared that need real-time answers? Serious, controversial debates or sensitive information are more suitable for personal meetings (or at least an online meeting). This is often not considered important enough in the “heat of the moment.” Holistically, it is often much more effective to put in what feels like more effort… – because: communication is not the key – mutual understanding is! 
   
   Tip: Effectively overcome communication differences
   

A. Promote an open communication culture: 
Regular team meetings and mutual feedback rounds – not once a year, but simply as a regular tool that provides transparency and relief by reducing potential tension.

B. Clear communication guidelines: 
Uniform tools and clear processes.

C. Intercultural sensitivity: 
Training and mentoring programs.

D. Active listening and empathy: 
Deeper relationships and broader understanding.

2. Be transparent about performance expectations. 
According to the aforementioned study, a common mistake among first-time managers is quantifying and tracking absolutely all activities of their team members to measure performance. This is often due to a lack of experience or knowledge about what the most important things are to track holistically and how they should be weighted.

Tip: Clarify opaque performance standards

A. Clear performance metrics: 
SMART goals and transparent progress tracking.

B. Regular performance reviews: 
Constructive feedback and identification of development areas, even below the annual level.

C. Involve employees: 
Joint goal setting and thus increased intrinsic motivation.

D. Transparent expectations: 
Regular communication and documentation.

E. Supportive work environment: 
Training, recognition, and rewards.

3. Define realistic timings. 
Workplace conflicts can arise when team members have different expectations about time management or deadlines. This often occurs in project work when someone misjudges the time their colleague needs to complete a task or doesn’t consider what else their project partners are working on. Consequently, more is expected than is “reasonable,” contributing to 16% of total organizational conflicts.

The good news? This can be solved. 

Tip: Avoid unrealistic and thus demotivating time constraints – better to set realistic-ambitious goals

A. Realistic time planning: 
Analysis of past projects and buffer times.

B. Involve employees: 
Utilize expertise and promote a joint planning process.

C. Prioritization: 
Identify the most important tasks and promote focused work.

D. Continuous review: 
Regular progress checks and adjustments.

E. Training and support:
Time management training and open communication.

4. Set clear task and role expectations. 
These expectations must be transparent and mutually accepted. If everyone assumes that someone else is responsible for completing a task, tasks inevitably get lost, leading to blame, accusations, and missed deadlines – a combination that contributes to 22% of total organizational conflicts. We recommend creating a short guide for complex projects that outlines the expectations for your team members, their roles, and assigned tasks, especially for projects involving multiple people. 88% of the managers rated as most effective in the study did this.

Clearly formulate unclear expectations

A. Clearly defined roles: 
Detailed job descriptions and responsibility matrices.

B. Feedback conversations: 
Regular one-on-one meetings to clarify expectations.

C. Transparent goal setting: 
Clear, achievable, and measurable goals.

D. Documentation: 
Written documentation of expectations and use of project management tools.

E .Training and support: 
Coaching, mentoring, and a culture of knowledge sharing.

Effective conflict management is crucial for the long-term success and health of any organization. Studies have shown that companies that manage conflicts well have higher employee satisfaction and productivity. For example, a study by the American Management Association (AMA) found that well-managed conflicts can lead to a 25% improvement in team performance and a 30% increase in innovation.

By overcoming communication differences, clearly defining performance standards, setting realistic time constraints, and clearly formulating expectations, a work environment is created where employees can reach their full potential.

This not only leads to a positive working atmosphere but also to better business results.

It’s worth openly addressing the issue of conflict management in a team. Relaxation occurs immediately, common guidelines can be defined – and the network of psychological safety becomes much more resilient.

For the joy of all involved.

Continued success!

Owner-managed enterprises are considered attractive employers

Family businesses play an indispensable role in the Swiss economy, with approximately 85% of all companies in the country being owner-managed. We have explored what makes them particularly appealing as employers by interviewing candidates with whom we have been in contact during recruitment processes. In this regard, we would like to share the reasons cited by candidates for seeking employment in family businesses, along with our personal experiences.

Photo by Jon Tyson, Unsplash

Diverse Challenges

The contemporary business landscape is constantly evolving, marked by reorganizations, acquisitions, and the impact of factors such as artificial intelligence, New Work, and skilled labor shortages, to name a few. Companies must grapple with and respond to these challenges promptly. To effectively address these issues, every company must have a forward-thinking HR strategy in these areas. In times of increasing difficulty in attracting highly qualified employees with specific expertise, family businesses are gaining attractiveness for candidates due to the criteria outlined below.

 Long-term Thinking and Management

Non-listed family businesses in the SME sector generally represent a long-term corporate strategy, a high equity ratio, and a clear set of values. Thanks to high equity ratios, they are less dependent on external creditors and more self-determined in decision-making. This independence allows them to invest more rapidly in innovations during and after crises, ensuring sustainable growth. Even if listed on the stock exchange, owner-managed family businesses are generally less driven by quarterly pressures than large corporations. In economically turbulent times, continuity and stability become even more critical factors in choosing a future employer. Often, it is the owners who, over generations, have shaped the company’s history and successfully navigated the challenging balance between tradition and innovation with dedication, foresight, and pragmatism. Such behaviors and approaches are highly valued by employees today, closely linked to considerations of job security.

Sustainability

Sustainability is also becoming increasingly important in deciding whether to work for an employer. Family businesses, thinking across generations, usually prioritize sustainable business practices. Continuous business policies, short decision-making paths, and sensible resource utilization are crucial. CEOs, on average, remain in their positions for six to nine years; in non-family businesses, this duration is often only four years or less. The results of consistent corporate governance are evident in high product quality and strong customer loyalty, positively impacting business development.

Appreciation

Appreciation in everyday work is unfortunately still too infrequent, according to numerous feedback from candidates. It is highly valued when there is openness to new ideas, praise for good work, and support for employee development. This demonstrates interest, something employees want to feel. Engaging in a well-led dialogue and providing regular feedback are essential for the continuous development of both the company and its employees. Family businesses excel in this aspect, reflected in the longer tenure of employees in the company. Milestones like 10- and 20-year anniversaries are not uncommon, where employees are duly recognized. This also highlights that experienced employees are still in demand. A culture of appreciation is usually deeply ingrained in the DNA of family businesses, expressed in various forms beyond purely monetary aspects.

Thorough Recruitment Processes

In our collaboration with family businesses, we have observed that recruitment processes are conducted with great care. This is regularly confirmed by applicants. Before filling a position, whether newly created or to be reoccupied, there is an initial assessment of whether there is a valid internal successor. If not, a detailed profile of the desired candidate is developed, often relying on our expertise during the briefing. This process creates a comprehensive and clear understanding of the challenges, position, and sought-after personality. Identifying suitable candidates becomes much more effective. In candidate presentations, we also observe that interviewers from the company side are well-prepared, giving full attention to the candidates and taking sufficient time for discussions. Unfortunately, this is not always the case, and we have witnessed various behaviors during interviews. From distracted smartphone use to concentrated laptop work or abrupt entrances and exits by future supervisors. Both employers and candidates should adhere to the principle: “you never get a second chance to make a first impression.”

Prompt Response Times

While recruitment processes at large corporations can drag on for months, family businesses are typically faster and respond promptly. This ensures that the crucial momentum in hiring is maintained throughout the entire process. Even in the case of later rejection, a swift process creates a positive perception of the company regarding efficient processes and transparent communication. Successful employer branding achieves its goal.

Collaborative Partnership

What adds to the positive experience of working with family businesses is that the partnerships are often long-term collaborations. Once trust is established, owner-managed companies are usually loyal after successful placements. Through each new search, we gain a deeper understanding of the company and its culture, making a valuable contribution to sustainable placements.

Risks and Outlook

Despite all the mentioned advantages of family businesses, it is essential to acknowledge potential risks. Conflicts among owners and private family matters can influence and burden the company. Unclear succession arrangements or imminent generational shifts may bring uncertainties. Nevertheless, owner-managed family businesses remain highly sought after by job seekers, and this trend is on the rise.

If you would like to discuss family businesses and/or succession solutions in owner-managed enterprises with us, please feel free to contact us
(044 250 88 66 or s.byland@ema-partners.ch).

Ways in which we, as an Executive Search Company, can sustainably support your company in its success.

Diversity, Equity and Inclusion (DE & I) issues are on everyone’s radar and feature prominently on the agendas of most large companies. In HR and within the organizational structure, these issues are often tackled passionately, driven by conviction and the awareness of the competitive advantage that DE & I-focused companies possess – not to mention the fact that these issues are often bonus-relevant.

However, for various reasons, DE & I is fraught with challenges, and the search for DE & I talents can be a formidable task, especially given the shortage of skilled professionals and talents in many industries.

Organizations that are open to embracing DE & I principles, especially at the leadership level, often emerge as industry leaders.

As your Executive Search partner, we adhere to the approach that, regardless of role or industry, the objective is to find the best person for the respective position. In doing so, we naturally follow the principles of DE & I, as only through a holistic market perspective can the best placement be achieved. Without artificial pressure, but with the aid of the utmost objectivity.

In our view, what is crucial for a DE & I-compliant placement?

1. A holistic view beyond industry stereotypes.

Often, within an industry, people tend to “fish” in the same pool, targeting homogeneous groups. We dare to look beyond that. Especially at the leadership level, the focus should be more on an individual’s skills than on the specific requirements of a particular industry niche. We consider what is needed and allow ourselves to present “bonus top candidates” from outside this spectrum. Often, when chosen, these candidates become the key to stronger network connections within the organization.

2. Regularly reevaluate job requirements and adjust if necessary.

We all know that sticking to the status quo can be the biggest obstacle to securing future success. While demanding competency profiles are necessary, they must also be contemporary. If you want to attract the best talent for your company, let’s engage in an open dialogue. If needed, the best Executive Search consultants will question some requirements constructively to ensure they are relevant and not needlessly restrictive.
Over decades, we have collaborated with numerous clients and are therefore up-to-date with the most successful hiring models – and we also know when a hiring model is outdated.

3. Being aware of unconscious biases.

Humans judge quickly, often within milliseconds. Even when reviewing “anonymous” resumes, small details can tip the scales one way or another. Excellent talent consulting firms are capable of providing advice and guidance on minimizing unconscious biases during the CV screening, interview, and selection processes. Objectivity and consistency must be ensured for the best choice, and we are committed to achieving this.

4. We support your choice and the candidates in every way.

During the selection process, we offer our support to both you and the candidates in every step of the process. In addition to the deep engagement with us, our corporate clients have the option of additional booking assessments before the final selection. These assessments are highly supportive in objectively assessing individuals and can further facilitate the successful decision. In parallel, we invest time in guiding each candidate step by step through the process and provide them with access to mentoring and coaching services if desired.

As we all know, DE & I is a multifaceted, complex challenge that will require generations to open up structures and establish holistic opportunities. Real change must be led “from the top,” and it’s essential for Executive Search firms to help level the playing field and advocate for fairness, starting on the long list level.

We are more than happy to do this with passion, as we are convinced that sustainable success is built on a healthy mix.

Would you like to discover how we can support your organization and leadership team in terms of DE & I? Please feel free to reach out to us. We look forward to hearing from you!