Across nation-wide surveys, a majority of Russians—about 55 percent—cite work experience as a central driver of career development. This finding comes from a Rabota.ru study, the results of which were summarized by socialbites.ca, and it resonates with many workers in North America who see practical know-how on the job as a dependable predictor of advancement. In the Canadian and American job markets, where many paths to success weave through hands-on roles, this emphasis on experience often translates into a premium placed on internships, apprenticeships, and progressively responsible assignments that build a demonstrable track record. The takeaway for audiences in these countries is clear: how one has progressed in real-world work situations can matter as much as formal credentials when it comes to climbing the ladder in competitive fields.
Beyond experience, the study highlights diligence and hard work as the next most influential factors, with about 49 percent of respondents pointing to sustained effort as a key driver. This pattern aligns with Western employment paradigms that reward perseverance and dependability. In practice, this means that individuals who consistently meet deadlines, maintain high-quality outputs, and show up prepared for the tasks at hand are often the ones who attract promotions, greater responsibility, and recognition from both colleagues and supervisors. For professionals seeking career traction in North America, cultivating a reputation for reliability can complement their portfolio of credentials, technical skills, and formal training.
Competence—defined as the level of skill, knowledge, and mastery relevant to one’s role—also holds substantial weight, cited by 41 percent of respondents. In Canadian and American workplaces, competence frequently translates into a combination of formal education, professional certifications, and evidence of problem-solving capabilities. Employers in these regions value individuals who can apply theory to practice, troubleshoot complex issues, and contribute innovative solutions. The data suggests that ongoing professional development remains essential, with workers seeking targeted upskilling to stay current in rapidly evolving sectors such as technology, healthcare, and finance. This emphasis on competence is paired with a recognition that reliable performance often comes from a solid foundation of both experience and training.
Nearly two-fifths—38 percent—of those surveyed consider it important to regularly upgrade their qualifications, while about a third (35 percent) highlight personal motivation as a pivotal factor. In North American contexts, continuous learning is widely encouraged, with many employers supporting tuition reimbursement, micro-credentials, and on-the-job training. Personal motivation—often described as intrinsic drive, curiosity, and a willingness to take on stretching assignments—can propel individuals beyond their comfort zones, helping them to pivot when markets shift or new technologies emerge. This combination of formal upskilling and internal ambition is frequently what distinguishes steady performers from rising stars within teams and organizations alike.
The study also touches on social and relational aspects of career growth. Roughly a third of respondents (33 percent) mention the presence of useful professional connections, while a similar share (32 percent) report having productive relationships with their supervisors. In the United States and Canada, networking and mentorship continue to be powerful accelerants for career progress. Having access to a reliable sponsor or advocate at work can open doors to high-visibility projects, promotions, and strategic assignments. At the same time, strong rapport with leadership fosters trust, clear feedback, and alignment on goals. These relational elements, though less tangible than technical competence, often determine the speed and trajectory of a person’s professional ascent.
Other factors surface more modestly. About 27 percent point to individual psychological traits and the prevailing working conditions as relevant determinants, while 26 percent emphasize physical health, and 25 percent place belief in luck alongside their career outlook. In Canada and the United States, this constellation of factors mirrors the reality that workplace success is shaped by a mix of mental resilience, wellness, and the environment in which one operates. Employers increasingly recognize that psychological safety, supportive teams, and reasonable workloads contribute to sustained performance, while personal health supports long-term productivity. Luck, though intangible, is acknowledged as a variable in career timing, opportunities, and the chance encounters that sometimes propel someone to a new role or industry shift.
The age dimension reveals a nuanced pattern. Across generations, attitudes toward success factors show little variance, but younger workers—particularly those under thirty—tend to emphasize high motivation as a driving force. In contrast, older professionals are more likely to underscore competence and accumulated experience. For teams in North America, this suggests a multi-generational approach to talent development: programs that fuel early ambition with mentorship, while providing ongoing opportunities to deepen expertise and demonstrate value through measurable outcomes. Recognizing these dynamics helps organizations tailor training, coaching, and succession planning to a diverse workforce. The Canadian and American labor landscapes, with their emphasis on flexibility and lifelong learning, benefit from policies that nurture both fresh energy and seasoned judgment in equal measure.
There is a note about the practical wisdom imparted by seasoned founders: prior entrepreneurs often say that school subjects played a surprising and valuable role in practical business matters. This perspective underscores a broader truth for the North American audience: foundational knowledge gained in school can translate into real-world skills when applied strategically. The bridge between classroom concepts and workplace realities is built through experimentation, deliberate practice, and the willingness to translate theory into action. For job seekers and professionals in Canada and the United States, this means looking beyond the labels on a diploma and seeking ways to demonstrate transferable competencies, such as critical thinking, project management, communication, and collaborative problem-solving across diverse teams.