Careers today are turbulent, often involving changes in employer, geographic location, and even occupation. The new careers of the 21st century are involved changing organizations, lateral rather than vertical moves, and often include interruptions in employment. The expectation is that employees will manage their own careers, choosing to work for companies that provide opportunities to meet their objectives. Organizations need to embrace the realities of 21st century careers and recognize the

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... mportance of programs and policies that enable the careers of their employees. Career-enabling programs address time-control issues as well as knowledge and skill development (e.g., training, job rotation, tuition remission, mentoring). Such programs help employees meet both career and life goals and will promote the long-term success of the organization.This present paper focuses primarily on organizational careers and a half century of prior thinking on careers, the current views of careers, and expectations regarding the future. The underlying paradigm is to help organizations to acknowledge the altered nature of career paths and understand the need to develop practices to support and reward new careers.