"Career Tourism": Professional Mobility in the face of uncertainty

The job market is undergoing an unprecedented transformation. Just as concepts like "Quiet Quitting" marked a shift in how we understand workplace commitment, a new term called "Career Tourism" has emerged to describe the growing trend of professionals frequently changing jobs in search of growth, freedom, and better control over uncertainty.

According to a recent LinkedIn study, 56% of respondents plan to look for new job opportunities in 2025, while 27% are already actively searching. Moreover, 64% of those who engage in "Career Tourism" claim that changing jobs regularly has improved their career mobility and income (Forbes, 2024, based on data from the U.S. job market).

To better understand this trend and how organizations can respond to this challenge, re.set spoke with Ana Abril, Technical Talent Director at ONCE, a Spanish social organization that has been working for over 80 years to improve the quality of life of blind and visually impaired individuals through education, employment, and social inclusion. With over 71,000 employees, ONCE is not only one of Spain's most impactful social organizations but also one of the country’s largest employers, offering a unique perspective on talent management in changing times.

Q: The concept of "Career Tourism" seems to be gaining attention. What do you think is driving this trend?

A: "Career Tourism" is largely a strategic response to market uncertainty. In a constantly changing environment, professionals have realized that they can no longer rely on companies to guarantee a linear and predictable career path as they once did.

Today, people aren’t just looking for a place "to go" to work, they’re seeking a space where they can "truly be". This means finding projects that allow them to express who they are, develop their potential, and grow in ways that align with their personal and professional values.

"Career Tourism" is a reflection of that need. Changing jobs is often seen as a way to regain control over one’s career, exploring different industries, roles, and working models that better align with one’s identity.

This mindset is also closely tied to a sense of freedom, the freedom that comes from knowing you can choose where to contribute value at different stages of your life. Rather than being an impulsive decision, "Career Tourism" has become an intentional way to explore, learn, and manage uncertainty by deliberately selecting projects that feel meaningful.

Q: How does this trend impact organizations?

A: The impact is clear: companies can no longer rely solely on offering traditional career plans with rigid roles and predefined promotions. These outdated models no longer align with a market where both business needs and employee expectations are constantly evolving.

Companies that want to attract and retain talent must understand that professionals are increasingly looking for projects that allow them to grow and develop according to their personal and professional aspirations. This means that organizations must go beyond simply offering career development opportunities, they must also build environments where people feel free to explore different career paths within the same company.

The challenge lies in shifting from promising “career plans” to offering personalized career support, where employees are provided with tools, learning spaces, and flexible options that empower them to design their own journey.

Q: What can companies do to retain talent in this environment?

A: The first step is to be honest. Companies must recognize that they can no longer guarantee a fixed, long-term career path, but they can offer something even more valuable: an environment that supports employees throughout their professional and personal journeys.

At ONCE, for example, we have focused on creating an environment that gives people the freedom to decide how they want to grow, based on their needs and aspirations. We offer work-life balance policies, development programs that cater to both professional and personal interests, and a system that prioritizes internal mobility.

In fact, 20% of our roles are filled internally, thanks to a model that encourages employees to explore different areas within the organization. This approach not only allows people to take on new challenges without sacrificing stability but also encourages continuous learning and empowers employees to shape their own career paths.

This approach requires organizations to trust their employees and provide them with real options for growth, not by enforcing a single development model, but by offering flexible pathways that allow people to redefine their roles based on their life circumstances and professional goals.

Q: What role does purpose play in talent retention?

A: Purpose is more important than ever. In a landscape where job roles change frequently, an organization’s purpose and vision become the foundation that provides employees with stability and a sense of belonging.

At ONCE, for example, our commitment to social inclusion and personal autonomy is the reason many employees choose to stay with us for years. We understand that their responsibilities may evolve, but our purpose remains constant. This consistency gives our teams confidence that they are contributing to something meaningful, a connection that goes beyond specific job titles.

This emotional bond is crucial for fostering long-term commitment. Companies that successfully connect employees to their purpose will have a significant advantage in retaining talent, especially in this era of increased career mobility.

Q: What would you recommend to organizations that want to better adapt to this new labor landscape?

A: My recommendation is that companies focus on building more authentic and transparent relationships with their employees. This means acknowledging that each person’s life context is different and providing tools that enable individuals to design their own professional path within the organization.

Instead of relying on rigid career development models, companies should focus on creating environments that encourage exploration and growth. This can be achieved by promoting open conversations about employees' expectations, providing spaces where they can express what motivates them at different stages of their professional journey, and establishing mechanisms that allow them to move within the organization safely.

Lastly, it's essential that this support isn’t perceived as just a retention strategy but as a genuine commitment to the well-being and growth of employees. When companies manage to create an environment where employees feel they can evolve both professionally and personally, engagement naturally strengthens.