The workforce you have is more capable than you know

Start with the work that needs doing — not the job description.

Most organisations start with a role. Write the job description. Find someone who fits the box.

Career Voyage starts somewhere different.

Before creating another role, look at the work itself — the outcomes, outputs, projects and tasks that actually need to be delivered.

• What needs doing — before deciding what job title it needs
• Who can contribute — looking at capability inside and outside the organisation
• How the work could be designed — around the people, the work and the flexibility needed to make it work

• Full-time
• Part-time
• Job share
• Intergenerational job share
• Fractional
• Interim
• Project
• Microship or shorter

One workforce. Different career stages. Different life stages.

People need different things at different stages of their career and their life — from joining and growing, to changing direction, flexing, returning, staying engaged and eventually moving on.

A good workforce plan looks across the whole employee lifecycle — from attraction and entry through development, retention and transition to exit.

• Attract and support early talent into meaningful work
• Develop, retain and re-engage people throughout their careers
• Create careers that can flex as life and circumstances change
• Retain experience, capability and knowledge for longer
• Support transition, redundancy and outplacement well — including rewirement, knowledge transfer and what comes next
• Make courageous career conversations part of working life

Bring generations together. Don’t put them in boxes.

With up to five generations at work, the opportunity isn’t to label people by age — it’s to combine experience, fresh thinking and different perspectives around the work that needs doing.

• Reverse mentoring and two-way knowledge exchange
• Intergenerational teams, partnerships and job shares
• Knowledge transfer and succession built into everyday work
• Career conversations shaped around career stage and life stage — not generation labels

Don’t let critical knowledge leave with the person.

Knowledge transfer shouldn’t begin in someone’s notice period. Identify the expertise, relationships and organisational know-how that matter — and build transfer into workforce planning long before someone leaves.

• Identify critical knowledge and where it sits
• Build succession, shadowing and handover into everyday work
• Use mentoring, reverse mentoring and intergenerational working to transfer expertise
• Keep valuable experience connected through advisory, fractional or alumni roles

Speaking, workshops, pilots and strategic advisory

Career Voyage helps organisations turn future-of-work thinking into practical action — through speaking, facilitated workshops, employee listening, pilots and strategic workforce consultancy.

• Workshops for employees, managers, leaders and People teams
• Pilots around rewirement, job share, Workships, flexible resourcing and knowledge transfer
• Employee listening to understand what people need across different career and life stages
• Strategic advisory on workforce planning, role redesign and intergenerational working