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This paper reports the findings of an Australian qualitative study (N = 45) concerned with the way that employers, academics and students perceived connections between international experience and graduate employability. Drawing on the literature, the authors argue that increasing globalisation and internationalisation has heightened the need for graduates with the ability to operate in culturally diverse contexts. Universities have focussed upon exchange as part of internationalisation to prepare students for work but there is still limited literature on the nature of the relationship between international experience, more broadly and graduate employability. The findings suggest that all stakeholders identify clear connections between international experience and employability given outcomes associated with the forging of networks, opportunities for experiential learning, language acquisition and the development of soft skills related to cultural understandings, personal characteristics and ways of thinking.

Purpose -The purpose of this paper is to explore the concept of employability as it has evolved over time and to propose a new definition which reflects the critical variables that contribute to employability at an individual level. It also offers suggestions for how to manage employability and careers at both an individual and an organisational level. Design/methodology/approach -The paper reviews the literature on employability. It considers why employability has become a topic of interest, examines how the concept has evolved over time, and seeks to develop a working definition. It suggests a range of practical strategies for individual and organisations to ensure that employability is managed successfully. Findings -Employability is as dependent on context as on the individual. Therefore the current emphasis on individual responsibility for employability needs to be re-examined and a greater emphasis placed on how organisations can support employees to manage careers and employability. This shift in emphasis will benefit organisations by creating a more employable labour force as well as contributing to attraction and retention within an increasingly tight labour market. Originality/value -This paper challenges current definitions of employability by focusing on contextual factors as well as individual characteristics. It suggests a new definition and a range of strategies for managing employability within current career and labour market contexts.

PurposeChanging career patterns and the erosion of job security have led to a growing emphasis on employability as a basis for career and employment success. The written and psychological contracts between employer and employer have become more transactional and less relational, and loyalty is no longer a guarantee of ongoing employment. Individuals are thus expected to take primary responsibility for their own employability rather than relying on the organisation to direct and maintain their careers. The purpose of this paper is to identify and examine the assumptions underpinning the concept of employability and evaluate the extent to which employability has been adopted as a new covenant in the employment relationship.Design/methodology/approachThrough a review of relevant literature the paper discusses current research on careers and employability and examines the available evidence regarding its adoption as a basis for contemporary employment relationships.FindingsThe paper finds that the transfer of responsibility for employability from organisation to individual has not been widespread. There is still an expectation that organisations will manage careers through job‐specific training and development. Employability has primarily benefited employees with highly developed or high‐demand skills. Employability is not a guarantee of finding suitable employment.Practical implicationsEmployers can assist their employees by clarifying changes to the psychological contract, highlighting the benefits of career self‐management, and providing training and development in generic employability skills.Originality/valueThe paper questions underlying assumptions about employability and explores issues of relevance to human resource managers, policy‐makers, employers and employees.