Feeling Stuck? UK Early-Career Workers Reveal Shocking Lack of Progression and Support

Early-Career Staff Feel 'Stuck' in Their Roles, Study Finds

Early-career employees in the UK are reporting a sense of being 'stuck' in roles with limited progression, largely due to uncertainty in the job market discouraging them from moving elsewhere.

Key Survey Insights

A survey of 1,409 professionals by HR consultancy LHH reveals that more than a quarter (28 per cent) of early-career workers have no clear progression path, and the same proportion received no career development support in the past year. Despite these challenges, 42 per cent are very likely to remain in their current role over the next year, with 21 per cent citing a lack of alternative opportunities and 13 per cent feeling uncertain about changing jobs.

The Growing Disconnect

Liz Sebag-Montefiore, CEO and co-founder of HR consultancy 10Eighty, highlights a 'growing disconnect' between employer intentions and employee experience. She explains, "Many organisations have invested in learning, development and internal mobility frameworks, but these are often poorly communicated or fail to translate into visible career pathways. Employees are increasingly unclear about how to progress or which skills to build next." This uncertainty is leading to 'job hugging', where workers prioritise security over progression due to tightened vacancies and increased competition.

Development Gaps Risk Long-Term Impact

The research underscores a clear gap in how organisations support early-career talent, particularly around development and progression. Career growth remains a key factor in retention, with 82 per cent of early-career employees saying better development support would encourage them to stay, and 30 per cent wanting greater recognition for their contributions. Sebag-Montefiore warns that failing to address these priorities could build a backlog of disengaged talent who may leave once market conditions improve.

While only 12 per cent currently plan to leave within a year, 45 per cent would consider leaving or lose confidence if they saw colleagues leaving their company. The findings also show that many stay for reasons other than long-term engagement, with only 15 per cent citing alignment with their organisation's purpose, mission, or values, compared to 27 per cent who remain due to having a supportive manager.

Pressure on Line Managers

Di Gates, founder of training firm Connection Heroes, notes that this dynamic increases pressure on line managers. "Managers are expected to drive engagement, yet many lack the time and support to effectively onboard and develop early-career talent," she explains.

HR Must Prioritise Connection and Clarity

To address these issues, organisations should focus on strengthening 'human connection' by enabling managers to build trust and have open conversations about career development. Gates adds, "Investing in connection is a key driver of retention and performance for early-career professionals."

Gemma Ryall, director at HR and payroll transformation consultancy LACE Partners, emphasises the need for clear, visible progression pathways, skills-based development, and reverse mentoring to retain early-career talent. Pauline Muldoon, practice leader for career development and mobility at LHH, suggests that incremental changes can make a difference, helping employers improve retention, engagement, and long-term loyalty in a challenging jobs market.