Identity, the lens through which decisions are made

When someone considers a career move, it could be assumed that their decisions are primarily influenced by opportunity.

While opportunity, progression and organisational reputation play a role, it does not fully explain how or why individuals choose to move. Career decisions develop over time through a combination of experiences, perception and influence, with identity acting as a central lens through which these decisions are interpreted. In this sense, identity does not simply influence decisions; it determines how other factors are prioritised and understood.

Social and Cultural Influence

Career decisions are influenced by a range of factors such as belonging and recognition, both of which contribute to how individuals experience their work environment. While personal circumstances, such as lifestyle, family and individual aspirations, form part of this process, there are also broader social dimensions that inform how decisions are made and understood.

Sociocultural theory, developed by Lev Vygotsky (1978), provides a useful lens through which to understand this dynamic, suggesting that decision-making is shaped by social interaction and cultural context. The theory emphasises that cognitive functions are formed through our interactions with others, indicating that individuals are not only reflecting on their own preferences when considering new opportunities; they are also consciously and unconsciously influenced by the expectations, opinions and experiences of those around them.

This creates a dynamic where individuals are considering whether the role is right for them and also whether it aligns with how they see themselves and how they expect to be seen by others.

This perspective connects how individuals associate themselves with their employer and is the connection to employer brand and organisational reputation, as highlighted by Backhaus and Tikoo (2004). When individuals recognise positive aspects of an employer’s image, they are more likely to associate themselves with that organisation, reinforcing the link between external perception and identity.

Identity and organisational fit

Identity becomes more explicit when considered through the lens of social identity theory, developed by Tajfel and Turner (1979). It is suggested that individuals define themselves, in part, through their membership of social groups, with these affiliations shaping both self-perception and behaviour.

Within organisational contexts, this is closely linked to the concept of organisational fit. Individuals are often drawn to organisations that reflect their values, beliefs and sense of identity, aligning with the research by Ostroff and Judge (2007), which highlights the importance of perceived alignment between individual and organisational characteristics. However, this alignment is not assessed solely through formal information such as job descriptions or EVP; it is interpreted through signals, many of which are experienced indirectly over time.

Organisations, therefore, need to consider how identity is represented through the attraction process. Highlighting affinity or employer network groups, alongside employee stories, can reinforce inclusion and shared experience, supporting individuals in recognising aspects of their own identity within the organisation (Stroud, 2023).

Read more about social identity theory here.

Implications for career decisions

While identity influences decision-making, it is shaped and reinforced through signals.

Leadership behaviour, employee experiences and day-to-day interactions all contribute to how an individual interprets their environment. These experiences influence how individuals feel at work and how they position themselves.

Where signals consistently reinforce alignment, individuals are more likely to experience connection and a sense of belonging. However, where there is inconsistency or where experiences challenge how individuals see themselves, this can influence decision-making over time.

In these instances, openness to new opportunities may increase.