When I started working, the company “lifer” was held up as the ideal career trajectory; start small, work hard, get promoted. Ad infinitum.

You only have to look at some of the British high street’s biggest names to see that maxim in practice; Steve Rowe, M&S’ Chief Executive, started at the company as a Saturday boy, whilst Andy Clarke, Chief Executive of Asda, stepped down this year after 20 years at the helm.

But the lifetime-career path that was trodden so forcefully by my generation, will not necessarily work for the next.

When you consider that millennials will make up 75% of the workforce by 2025, and that two thirds will want to leave their current job by 2020, it makes business sense that employers shift their mind-set for the 21st century low retention rate.

Incoming employees do not necessarily want to limit themselves to one company for life, and whilst that may be a bitter pill to swallow for employers, swallow it they must.

The focus needs to be shifted from retention, to optimisation. It doesn’t matter that someone has been clocking in everyday for 15 years, if for the last 10 they have been miserable and lacking the drive needed to create value.

How switched on are your people?

Employers need to be asking a new question: “How can I get the best from my employee, whilst allowing them to get the best from me?”

So how does one get there? It starts with an open and honest dialogue. Ask your employees what gets them out of bed in the morning, what their dream job is. Don’t be surprised if the answer isn’t to still be working in the same company, or even in the same industry.

Listen to them, encourage them to dream big, and do your utmost to arm them with the skills they need to succeed – they will thank you for believing in them as an individual and for not merely seeing them as a cog in the working wheel.

At Wunderman, we’ve decided to give our employees 5% of their contracted time back to allow them to work towards those goals. “YouTime”, as we’ve dubbed it, is more than just a glib HR term.

It has its own budget and has been integrated into the appraisal process, with line managers now responsible for both the personal and professional development of their teams.

As part of this process, we’ve made experts and professionals from other walks of life available to staff, while we also encourage employees to pursue their passions outside of work.

For our employees, this has manifested itself in the pursuit of a myriad of different vocations; one of our ‘Wunderwomen’ has even taken to spinning decks at Glastonbury and she doesn’t look set to hang up her headphones and wellies any time soon!

Ultimately, what we’ve found is that loosening the reins a little creates a much more fulfilling and productive relationship with staff. I recently sat down with one of our newest grads, who told me that her dream was to work in the fashion industry.

I was thrilled and feel fortunate to work at a company where employees, at the start of their careers, can be confident and forthcoming enough to tell the COO where they see themselves in 10 years.

And what a privilege to be there at the start of their journeys, and to truly be part of their career development. My mantra is fairly simple: People should leave an agency, stronger than when they joined, while doing the best work of their career.