In today’s digital age, learning opportunities are everywhere. TikTok, YouTube, micro-courses, and AI-powered tools like ChatGPT offer instant access to tutorials, career advice, and industry insights. You can teach yourself to code, learn a new language, watch a day-in-the-life, or even master niche industry skills from the comfort of your couch. With so much knowledge at our fingertips, it seems like a missed opportunity when candidates are not proactively leveraging these resources to sharpen their skills, tailor their applications, and strengthen their job performance.
In saying that, many professionals have spent years advocating for better work-life balance, and rightly so. The expectation of constant overtime, of living to work rather than working to live, was never sustainable. However, as the pendulum has swung in the opposite direction, concerns are emerging that the balance may have tipped too far. Where employees once took pride in going above and beyond, many now approach work with a mindset of doing the bare minimum—watching the clock, ensuring every entitled break is taken, and disengaging the moment the workday officially ends. While setting boundaries and protecting personal time is crucial, what has been lost in this shift is a sense of personal investment in professional growth.
This issue extends beyond making a strong first impression in job applications or interviews; it influences long-term career success. With information accessible at the click of a button, and for the benefit of all, candidates could and should be on the front foot and position themselves as high-value professionals in every aspect of their careers, rather than waiting for opportunities to be handed to them.
Great Expectations
The COVID-19 pandemic prompted a significant reassessment of work-life balance, leading to increased demands for flexibility and benefits. While these changes were necessary, there is a widespread unease that some employees now expect growth, promotions, and pay increases without making the corresponding effort.
Research indicates that as salary increases have become harder to secure in certain industries, employees are requesting additional perks such as extra paid leave, wellness stipends, and reduced workload expectations. Simultaneously, many companies that once offered extensive benefits are reassessing their structures, tightening policies, and prioritising output over perks. Hybrid work models remain prevalent, but companies are increasingly making it clear that flexibility comes with accountability.
While some argue that it should not have taken a global crisis to prompt better workplace conditions, the reality is that most employers have adapted. Many have expanded mental health support, restructured performance reviews to be more transparent, and developed clearer pathways for career advancement. The concern now is that some candidates continue to ride the post-COVID wave of entitlement rather than taking proactive steps to progress.
The Hiring Lens
Specialising in the hiring vertical of human resources, particularly in talent acquisition and advisory, I frequently engage with employers to discuss succession planning, workforce challenges, and talent shortages, and the vast majority are actively adjusting their strategies—offering greater flexibility, improving benefits, and rethinking how they attract and retain staff—yet they still struggle to find candidates who are not only qualified but also engaged and proactive in their approach to career development.
In an already tight candidate market, the challenge is not just the shortage of people but the shortage of key soft skills. If initiative and adaptability have genuinely declined, then employers looking for candidates who naturally possess them may feel like they’re now searching for unicorns instead. The demand for skilled professionals remains high, but employers are not just seeking technical ability—they are looking for individuals who take ownership of their roles, think critically, and contribute beyond the basics. When those qualities are in shorter supply, the already small talent pool shrinks further still.
At the same time, many candidates express to me feelings of stagnation or underappreciation in their current roles. They feel overlooked for promotions, stuck in repetitive tasks, or unsure of their next career move, and frustration with workplace structures, leadership decisions, or perceived lack of progression often leads to disengagement. Critically though, while employers absolutely have a role to play in fostering opportunities, growth is not a one-sided effort. Many candidates are missing valuable chances to develop by not taking initiative—waiting to be noticed rather than actively working to advance their own careers.
Consider a recent conversation I had with a Project Coordinator who was struggling to find their footing in a new industry. They had relevant experience but lacked industry-specific knowledge, which made the transition more challenging than expected. While the employer provided structured onboarding, mentorship, and access to learning resources, the candidate found themselves feeling overwhelmed and uncertain about how to bridge the knowledge gap. Much of this could have been mitigated by taking greater personal initiative—researching industry terminology, familiarising themselves with common contractual structures, and engaging with additional resources beyond what was provided. This is where the conversation shifts beyond just onboarding and into a broader workplace trend: a decline in proactive effort. Stepping into a new industry means an employer has already taken a leap of faith in hiring someone without direct experience, trusting that their transferable skills will be enough, but this is a two-way street. The employer is making an investment in the employee, and the employee also needs to invest in themselves. There is an inherent expectation, written or unwritten, that an employee will bring their best self to work, perform to the best of their ability, and show initiative in bridging gaps in knowledge. That expectation should not be seen as an unreasonable demand but as a fundamental aspect of professional integrity. If an employer hires someone who is still learning, they are already taking a short-term productivity hit in order to develop that individual. It is only fair that the employee reciprocates by making an effort to close that gap as quickly as possible.
In the absence of this understanding, an increasing disconnect is emerging between employer expectations and employee attitudes, and many companies, having adapted to employee demands during and after the pandemic, are now pushing for a return to the office—not just for collaboration, but because they are noticing an erosion of initiative, engagement, and overall productivity. The hybrid and remote work revolution was meant to create a better way of working; yet, despite an initial spike in output, recent trends indicate that productivity in remote environments has in many cases declined to the point of apathy. Reduced accountability, fewer knowledge-sharing moments, and the absence of spontaneous problem-solving that naturally occurs in office environments have contributed to this shift.
Employers are not just looking for people to return to their desks; they are looking for a return to a mindset of professional ownership. Taking responsibility for upskilling, contributing beyond the bare minimum, and actively engaging in career development is not just an employer’s expectation—it is a fundamental part of long-term success for both individuals and businesses.
Beyond that, this is also about personal wellbeing. Feeling unsupported, unqualified, or excluded in a new role can be incredibly frustrating, but the question must always be asked: what steps are being taken to actively improve the situation? If the only response is to wait for someone else to provide more training, more attention, or more development opportunities, then it is likely the frustration will persist. Taking ownership over one’s learning, career trajectory, and professional development is not just beneficial for an employer; it is critical for an individual’s own confidence, satisfaction, and future opportunities.
Career Ownership
Numerous studies highlight the advantages of a proactive approach to career development. Employees who actively seek knowledge, anticipate challenges, and take ownership of their upskilling consistently outperform their peers and experience greater career advancement.
Career growth is not solely based on tenure; it results from demonstrating initiative, learning new skills, staying engaged in one’s industry, and embracing challenges that expand capabilities. This is where a significant disconnect exists in today’s market: too many candidates are waiting to be recognised rather than taking control of their professional fulfillment.
Embrace Proactivity
Employers want engaged, proactive employees who contribute meaningfully. Candidates want recognition, growth, and rewarding careers. At its core, this is not an employer-versus-employee debate, nor is it about working harder for the sake of it. It is about recognising that careers are built, not bestowed, and that professional development is not something handed down from above but something actively pursued from within.
The workplace has shifted, expectations have changed, and the silver platter mentality should be officially retired. Employers have come to the table—adjusting benefits, refining flexibility, and creating more transparent career pathways. Now, the other side of the equation needs to step up. Waiting to be noticed, promoted, or spoon-fed knowledge is a losing strategy—for candidates, for businesses, and for the workplace as a whole. Those who invest in their own learning, take initiative, and engage fully in their roles will always be the ones who move forward, and the organisations that foster and reward this mindset will always be the ones that thrive.
The era of waiting to be served is over. But if you could use a unicorn hunter, reach out.