Career development in ICT: A research-based approach to improving career management at Arbonaut

Abstract

This thesis investigates how career development can be effectively structured and implemented within ICT organizations through a case study of Arbonaut, a Finland-based technology company. The motivation for the study arose from Arbonaut’s recognition of a gap in its formal career management practices, which currently rely on ad hoc discussions and lack a strategic, company-wide framework.

The objective was to explore established career development theories and frameworks relevant to the ICT sector, assess employee perceptions of current practices, and develop tailored recommendations for a sustainable and inclusive career development system at Arbonaut. A mixed-methods research approach was used, combining a company-wide employee survey with semi-structured interviews of organizational leaders.

Findings revealed that while Arbonaut employees value growth and learning, they experience development as informal, inconsistently supported, and lacking transparency. Leaders acknowledged similar challenges, highlighting the need for structure, clarity, and better alignment with strategic goals. Key theoretical frameworks—such as strategic talent management, competency-based models, and the ICT Career Pathway Framework—were found to offer valuable guidance when integrated with Arbonaut’s specific context.

Based on these insights, the thesis proposes a practical, multi-framework career development guidelines that emphasizes clarity, equity, supervisor engagement, and strategic alignment. Future research could explore implementation outcomes, HR’s role in coordination, and the long-term impact of structured development systems on retention and engagement.