One in five workers complain of limited opportunities for career advancement, study finds

A lack of opportunities for career growth is the most common barrier preventing employees from progressing in their current roles, research has found. 

One in five (19 per cent) employees globally feel held back by limited opportunities, while 13 per cent cited a lack of motivation and 12 per cent stated limited time, according to the latest findings from ADP’s People at Work 2025 report.

Fewer workers identified fear or lack of education (both 5 per cent) as key obstacles, suggesting that motivation and visibility are now bigger barriers to career advancement than skills gaps.

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In the UK, however, employees are much less likely to say they want to change their current role. One in five (19 per cent) stated that they had no desire to progress in their career, while 16 per cent cited limited opportunities.

“UK workers are rewriting the career playbook,” said Vaishali Sahajpal, senior HR director at ADP. “For many, satisfaction in their current role now outweighs the drive to climb the corporate ladder. This presents both a challenge and an opportunity for employers.”

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Sahajpal added that organisations must redefine what career growth means for workers. “Career development isn’t just about promotions, it’s about enriching current roles with new skills, responsibilities and purpose. Companies that take this broader approach will be the ones that succeed in engaging and retaining talent,” she said.

Career stagnation linked to turnover risk

The report found that one in three employees (34 per cent) who struggled to find opportunities for career advancement at their current employer were actively looking or interviewing for a new job.

Those who felt they needed to change employers to progress were 2.6 times less likely to consider themselves highly productive, highlighting how a lack of visibility and growth can directly affect performance and retention.

Globally, 15 per cent of workers felt they must switch employers to move forward in their careers, compared with 13 per cent in the UK.

Failing to provide clear career paths can have wide-reaching effects, according to Nela Richardson, chief economist at ADP. “Limited visibility of career opportunities doesn’t just harm engagement, it leads to lost productivity, diminished innovation and higher turnover,” she said. “Organisations that design clear, equitable career paths unlock the full potential of their workforce.”

The generational divide

Workers aged 40 and over were also more likely to complain of a lack of opportunities for progression, with 20 per cent stating it was their main career barrier, compared with just 14 per cent of those aged 26 and under.

Perceptions also varied by seniority. Some 16 per cent of executives and senior managers, 18 per cent of middle managers and 20 per cent of individual contributors reported feeling held back by limited opportunities.

This reflects a broader shift in workplace attitudes, said Kathleen McAdams, director at Albany HR. “Many younger workers simply don’t see the appeal of a pay rise if it comes with the stress and hassle factor of managing others,” she explained. “And with flatter organisational structures, there are fewer traditional promotions available. Employers need to show that lateral moves and skills growth can be equally valuable.”

Staff who planned to stay at their current employer were most likely to be motivated by career advancement opportunities (45 per cent), professional training and skills development (36 per cent) and flexibility in scheduling (34 per cent). 

What can HR do to enhance career pathways?

To strengthen career progression, HR must take a more strategic approach to learning and development, according to Tracey Salisbury, director of HR at consultancy Prime Services.

“People teams need a clear plan that ties learning and development into future career and succession planning,” Salisbury said. “This should link to pay, job titles and measurable targets that help employees visualise their progression.”

McAdams added: “Training and development shouldn’t be treated as a discretionary spend. It drives innovation and productivity, builds a pipeline of internal talent and fosters loyalty. A learning organisation is ultimately a resilient organisation.”

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