TheCareerGrid

There’s a lot of talk right now about engagement, retention and burnout, particularly in industries where people tend to stay for a long time.

Teaching, Universities, Public service, Healthcare, Government. These are environments where people don’t usually job hop every few years. They stay because they care about the work, and yet, these are also the environments where people lose momentum over time.

That’s why a recent example out of the University of Louisville caught my attention. The university received a Human Resources Innovation Award for its Employee Success Centre. A people focused initiative built around onboarding, mentoring, leadership development and career coaching. Since launching in 2020, the centre has supported employees across the organisation, not just senior leaders or high potential talent, but staff at every stage of their career.

What stands out isn’t the award itself; it’s the outcome.

95% percent of employees who participated in career coaching reported a stronger sense of belonging.

This really matters, especially in long tenured workforces.

In sectors like education and public service, people rarely leave because they dislike the work. They disengage because they feel stuck, because the path forward feels unclear, and because career conversations stop after the first few years and are replaced with “this is just how it is”.

Career coaching directly addressed that problem.

For years, career coaching has been treated as something people seek outside their employer, often once they’re already considering leaving. It’s framed as a personal investment rather than a core workforce development strategy. But in industries where people stay for 10, 15, 20 years, this thinking no longer holds.

Careers don’t pause just because someone stays in the same organisation. Skills evolve, interests change, and capacity shifts. Without structured support, long term employment can turn into stagnation instead of growth.

What the University of Louisville has done so well is recognise that career development isn’t only about promotion. In flat or highly structured environments, promotions are limited and role titles don’t change often. But careers still need movement, whether that’s lateral growth, skill expansions and definitely needs renewed confidence.

Career coaching creates space for that.

It gives employees a neutral place to reflect on where they are, what they’re good at, and how they want to contribute next, without that conversation being tied directly to performance reviews or immediate role changes. In teaching and public service, where accountability is high and resources are tight, that separation is so critical.

This is also where many organisations struggle. They expect managers to carry career development conversations without giving them the time, training or tools to do it properly, nor do they assess how managers are handling these conversations. Also, managers in these environments are already really stretched. They are not career coaches, and they shouldn’t be expected to be.

Employer provided career coaching doesn’t replace managers, it should be there to support them. It fills the gap between performance management and long term career planning.

Employees who feel supported in their careers are more likely to stay engaged, more likely to contribute meaningfully, and more likely to feel a sense of belonging to the organisation. In mission driven sectors, that sense of belonging is one of the strongest predictors of retention, which is crucial is these sectors.

What’s also important is that this wasn’t positioned as a flashy perk. This was directly embedded into the employee experience alongside onboarding, mentoring, leadership development and recognition. It sent a clear message that careers matter here, not just outputs.

For employers struggling with retention in long tenured industries, particularly in education, healthcare and the public sector, the lesson is simple. If you want people to stay and grow with your organisation, you need to help them make sense of their careers inside it.

Career coaching should not be reserved for executives or people on the brink of leaving. In industries where people stay for the long haul, it is one of the most effective tools for sustaining engagement over time.

Have a workplace or talent related question for the team at TheCareerGrid? We would LOVE to hear from you! Contact us at info@thecareergrid.com

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