The current study aimed to develop a conceptual model of the determinants of career sustainability for employees and to test it empirically in the chemical industries sector in the 10th of Ramadan City. The study focused on the impact of different levels of job crafting (high and low) as an independent variable, along with person–job fit and career stagnation as mediating variables in predicting employees' career sustainability. To achieve this objective, the study adopted a descriptive approach using a field survey method. Questionnaires were distributed using a "comprehensive census" approach to middle management employees in the companies within the study community. The field results demonstrated that job crafting (as a whole) can directly enhance career sustainability. The results also revealed the mediating role of person–job fit in the relationship between high levels of job crafting and career sustainability. Furthermore, the results indicated a significant positive correlation between low levels of job crafting and career stagnation. Unexpectedly, the findings showed that career stagnation had a positive impact on career sustainability due to a decrease in content stagnation compared to higher levels of structural and objective stagnation. The study recommended developing the roles of human resource managers or establishing organizational entities dedicated to managing employees' career paths. It also emphasized the importance of improving person–job fit through flexible organizational policies and efforts. Finally, the study called for further research on how to enhance employees' wise proactive initiatives and for exploring and developing unconventional methods to address the negative aspects of job crafting.