Non-Linear Career Paths and Second Jobs Become More Popular
While pay remains the primary motivator for accepting a new job, job seekers continue to show strong interest in skill development, flexibility and opportunities for growth that don't result in progression toward managerial roles. Companies that promote their ability to address these ancillary motivators are more likely to retain talent that might otherwise seek new roles or additional work elsewhere.
Job Seekers Are Split on Careers in Management
While management roles remain an ambition for many job seekers, a significant portion do not include these positions in their short- or long-term plans. This division highlights a shift in how individuals define career progress, with job seekers embracing a broader interpretation of leadership. For many, advancement now can involve mastering a trade , deepening expertise, expanding one’s scope of work or making lateral moves into new specialties.
The preference for non-managerial career paths isn’t limited to those new to the workforce. Among job seekers who have remained in their current roles for at least five years, 38% are not considering supervisory positions in their next position. Even among current managers, 19% are seeking non-supervisory roles. Some people value project leadership, mentorship or technical ownership more than people management. Employers who view management as the sole avenue for advancement may risk losing top talent who desire professional growth without the managerial title.
Second Jobs Become More Common
New perspectives on career growth are also reflected in the increasing prevalence of second jobs among job seekers. 22% of Q1 2026 Job Seeker Survey respondents say they have worked multiple jobs in the last year – an increase of 2% from our Q2 2025 survey. Working several jobs is quietly becoming a more conventional option for workers seeking financial stability and those willing to explore alternative routes to career satisfaction.
The share of job seekers currently looking for a second job also increased from 2025. Most respondents cite earning extra income as an important factor for working two jobs (85% in 2026, up from 78% in 2025), reflecting continued financial pressure. But the trend isn’t just about money. More than one third (35%) say they are also seeking additional work to learn new skills, and 36% are partly doing it to gain experience in a new industry.
Second jobs are doubling as a development strategy — one that can be faster or more accessible than waiting for an internal opening. When workers can’t see a clear path to build new capabilities at their primary employer, they may build that portfolio or find opportunities elsewhere.
Portfolio Careers, “Polyworking” and Skill Development
These signals point to the rise of “portfolio careers”, where individuals assemble skills, income streams and professional identities across multiple roles over time. This idea is similar to the trend of “polyworking”. Both involve taking on more than one job, but while polyworking is a response to financial pressures, portfolio careers are driven by skill development ambitions.
People still seek second jobs to earn extra income (polyworkers), but many are taking on additional work to develop new skills through portfolio careers.
82% of job seekers say the opportunity to add new skills is an important motivator for accepting any new job. These opportunities are also an effective retention tactic, with 25% of respondents saying adding news skills was the primary reason they stayed in their longest-held job — ranking just behind pay (29%) and potential career advancement (28%).
As technology evolves and financial pressure mounts, workers are managing uncertainty by updating their skills and exploring related career paths. This shift is causing companies to rethink the full scope of benefits they can offer employees to strengthen company culture, increase retention and create a more engaged workforce.
How Employers Can Adjust to Evolving Career Goals
For employers, this rise of non-linear and portfolio careers is an opportunity if they’re willing to adapt. By recognizing the growing desire for training and flexible career paths, organizations can position themselves as attractive workplaces that support continuous learning and foster greater employee engagement. This can be achieved through a few methods:
Broaden the Definition of Growth: Develop parallel advancement paths for technical experts and individual contributors. Acknowledge and celebrate leadership behaviors that don’t require managing direct reports like impact, mentoring and delivery ownership.
Invest in Visible, Flexible Learning: Provide structured training, upskilling or reskilling opportunities, and allocate time for practice to help employees build new skills internally. These initiatives can reduce the need for staff to seek side work to gain additional skills. With 15% of employees saying employer-provided training is what makes them feel most connected to company culture, this is an important tool for fostering belonging and retention.
Provide What Second Jobs Offer: Accept that second jobs are likely to remain part of the labor equation. Employers can use this to their advantage by offering onsite alternatives such as cross training, interdisciplinary projects and lateral rotations to provide industry exposure and skill growth within the organization. Make it easier for your team to develop skills and earn additional benefits where they already work.
The changing landscape of work is prompting both employees and employers to rethink traditional career paths. As skill development and portfolio careers gain momentum, organizations must adapt to retain talent and foster an environment that supports continuous growth. Ultimately, embracing flexibility and investing in employee learning will be key to stabilizing workforces now and into the future.