Over the past few decades, organizations have been challenged with unprecedented environmental turbulence some refer to it as VUCA (Volatile, Uncertain, Complex, and ambiguous). In response to these contextual changes and to ensure their survival, they were forced to review and change many of their management policies and practices, particularly those associated with the career management system. The latter had to be modernized, namely, to acquire functional and digital flexibility which led to a new structure of transforming the employees’ psychological contract to be relational and transactional. Accordingly, and in line with the emerging corporate paradigm, the organization is no longer the primary architect of the professional employee’s future but becomes an extension in fulfilling the employees’ aspirations. Notwithstanding, given the contemporary challenges facing organizations (e.g. well-being, promotion, talent retention, diversity, etc.), there is an urgent need to critically review current career management methods. It is not a matter of questioning the renewed model by presenting nostalgic arguments, but rather of opening up to a third wave within the career management area; a wave that must meet the demands of a new reality. This analytical paper reviews the history of the individual and organizational career management perspectives and intends to offer a future perspective by proposing the outlines for a multivocal model of organizational career management; the model is anchored in a psychological contract based on partnership, for which it enables transformation as a way to confront (or overcome) contemporary challenges in the labor market.