You can enhance the long-term employability of staff in physically demanding roles by investing in personal development, career guidance and targeted retraining at an early stage. Early intervention prevents employees from becoming stuck in a role that places too much strain on their bodies in the long term. In this article, we answer the most frequently asked questions on this topic, from recognising early warning signs to opting for a ‘second track’ programme.
What long-term risks do employees in physically demanding jobs face?
Employees in physically demanding jobs run the risk, in the long term, that their bodies will no longer be able to cope with the workload, leading to reduced employability and a growing gap between what the role requires and what the employee can offer. This risk increases as employees get older and recovery times become longer.
Think of jobs in construction, healthcare, logistics or manufacturing, where daily lifting, standing or repetitive movements are the norm. This is manageable in the short term, but in the long term the consequences mount up. Joints wear out more quickly, muscle pain becomes chronic and concentration levels drop due to fatigue. This affects not only the employee themselves, but also the wider functioning of the team.
What makes this particularly complex is that employees themselves often do not realise when they are pushing themselves too far. They are used to pushing through and see any complaints as a temporary blip. That is precisely why it is important for employers and employees to think proactively about the future together, before a situation becomes urgent.
What do we mean by sustainable employability for people in physically demanding jobs?
Sustainable employability means that an employee is able, both now and in the future, to work in good health, with motivation and productivity, in a role that suits his or her abilities. For people in physically demanding jobs, this adds an extra dimension: the role must also remain physically manageable as the employee gets older.
So it’s not just about preventing problems, but about creating a career that is sustainable in the long term. That requires self-awareness: do you know what you’re capable of, what you want, and what you’d like to grow into? For employees in physically demanding roles, this sometimes means giving timely consideration to a different role – either within the organisation or elsewhere – that better suits their talents and future prospects.
Sustainable employability always starts with self-awareness. Self-awareness of who you are, your strengths and developments in the labour market. Only when you know who you are and what you have to offer can you make informed choices that will ensure your career is future-proof.
How can you recognise at an early stage that an employee is outgrowing their role?
You can recognise at an early stage that an employee is outgrowing their role through signs such as declining motivation, increasing fatigue, more frequent short-term absences, or a growing mismatch between what the role requires and what the employee still enjoys doing. These signs are subtle, but consistently present.
Specific signs to look out for include:
- The employee says they have less energy at the end of a working day or working week
- There has been a noticeable decline in enthusiasm or commitment to work
- The employee avoids certain tasks or is increasingly asking for support with physically demanding work
- Short periods of recovery are needed regularly after strenuous shifts
- The employee has expressed doubts about his or her future in their current role
The good news is that early intervention makes all the difference. An open discussion, followed by a personalised development programme, gives the employee the chance to explore a new direction in good time. That is far more effective than waiting until the situation becomes untenable.
What specific measures increase sustainable employability in practice?
Specific measures that enhance long-term employability include: targeted career discussions, talent development, adapting roles to suit the employee’s stage of life, and actively exploring internal mobility. It is the combination of personalised support and practical steps that makes the difference.
In practice, this means:
- Regular career reviews: Discuss not only current performance, but also ambitions and concerns for the future. Make this a regular practice, not a one-off exercise.
- Job rotation and role adaptation: Alternate physically demanding tasks with less demanding ones, so that staff can remain in their current roles for longer.
- Investing in further training: Give staff the opportunity to develop new skills that will make them more versatile, even outside their current role.
- Personal development plan: Work with the employee to draw up a plan that is in line with their talents, ambitions and the expected developments within the organisation.
- Insights from talent assessments: Scientifically-backed methods, such as the BrainsFirst approach, identify cognitive behavioural preferences and natural talents. This provides direction for one’s career and makes personal development tangible.
It is important to note that these measures are not one-off. Sustainable employability requires an ongoing dialogue between the employee and the employer, in which both parties take responsibility.
When is a second career path the right choice?
A ‘second track’ approach is the right choice when an employee can no longer be sustainably employed in their current role due to physical limitations or a change in their work situation, and a return to their original role is not realistic. In such cases, the ‘second track’ focuses on finding suitable work with another employer.
This programme is not the end of the line, but a new starting point. It offers employees the chance to discover what they really want and are capable of, free from the constraints of their current situation. A well-supported ‘second track’ programme therefore always begins with self-awareness: what are my strengths, what drives me, and what opportunities on the labour market match these?
The programme is most effective when it is started early, before the employee becomes stuck or loses confidence in themselves. The sooner the support begins, the more scope there is for a well-considered choice and a smooth transition to a new career.
How does coaching support staff in making the transition to a different career?
Coaching supports employees in making the transition to a different career by helping them to clearly identify their own talents, values and potential. A coach provides structure, a mirror and guidance throughout a process that many people find daunting and uncertain.
Leaving a familiar role has an impact. Many employees are unsure of who they are outside their current role, or doubt whether they can be successful elsewhere. A coach helps them to examine those beliefs and replace them with a realistic and positive self-image.
In practical terms, coaching helps with:
- Discovering personal qualities that can be applied to a new field
- Building self-confidence and relying on one’s own experience
- Drawing up a concrete action plan for a new career
- Practising for job interviews and showcasing one’s strengths to potential employers
- Learning to anticipate change, so that staff remain adaptable in the future
Coaching is always tailored to the individual. What one employee needs differs from what another needs. That is precisely why a personalised approach is so effective when it comes to such significant career moves.
How we help staff achieve long-term employability
At Nieuwkans, we support employees who are at a crossroads in their careers, whether they are taking the initiative themselves or are forced by circumstances to consider a new direction. Our programme for sustainable employability for employees is fully tailored to your needs, always taking your own talents, ambitions and job market prospects as its starting point.
What we offer:
- Two interactive sessions focused on self-awareness and future prospects
- Scientifically-backed talent assessments using the BrainsFirst methodology
- Personal coaching focused on self-confidence, career direction and practical steps
- Support for ‘second-track’ programmes for staff moving to a different employer
- A bespoke approach, because we don’t believe in one-size-fits-all solutions
We believe that everyone can shape their own future. With the right guidance, you can make that future a reality. Would you like to find out what we can do for you or your staff? Contact us and we’re happy to help you find a solution.