Professional career of young specialists in postindustrial society

Post-industrial society is characterized by many changes, some of which concernthe labour market and career trajectories of young professionals. Work, profession, career - these are the concepts, without which amodern human can not imagine their lives. In an industrial society, they become so essential, and in post-industrial - they aretransformed without losing its significance. In this paper we consider the following questions - which features a modern labour marketacquires in post-industrial society? How does the concept of "career" change? What are the possibilities and limitations of youngprofessionals based on today's agenda? The modern labour market can be characterized as a flexible, uncertain and full of risk - it is themarket of part-time and short-term contracts. Young professionals do not expect to find employment (company) and even the professionfor life. They are ready to move from one job to another without losing long-term contracts and commitments. Uncertainty and risk arebecoming a norm, they are woven into the fabric of the social reality. There are no long-term rules of interaction between employees andemployers. One possible solution to the problem of unemployment is secondary employment. The transformation of labour marketinstitutions also concerns the emergence of new organizational structures. The transition from a bureaucratic organization to a networkoccurs resulting in a completely different type of work behaviour. The old bureaucratic structure limited the individual's behaviour, itrequired repetition, routine and typical actions. The network structure suggests openness to change, willingness to take risks, mobility,and establishing rules of engagement "on demand". A consequence of changes in the labour market is changing career trajectories. Withthe advent of network organizations, the linear orientation is changing careers and turns into a curve, zigzag, dotted line and in the enddoes not fit any of the coordinate axes. Despite the lack of predetermined paths of career development and the availability ofopportunities to create their own unique career path in accordance with their wishes one cannot deny the pressure of the social structure.A conclusion is given that the ability to be open to new opportunities and move from organization to organization in search of morefavourable terms works for high-resource specialists only, that is, those who already have high levels of education, wages and otherresources that are considered to be significant. Low-resource specialists are forced to reconcile with a stable workplace frustration - thisis the situation that Merton called the "Matthew effect".

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