As many as 43% of employees have no career development plan, and only 4% have a clearly defined and documented career path. Just a small portion of workers (15%) feel that their organization genuinely helps them develop and build future career steps — according to the global report “The Career Imperative: Why Employee Growth Is the Smart Bet for Business Resilience” published today by Right Management Talent Solutions.
A full 43% of employees state they have no career plan at all. Only 4% of employees say they have a formal and documented development plan. Most talent today is growing independently of company strategies — 32% of employees say they shape their careers based on their own interests and/or personal priorities. Another 29% acquire new skills on their own or through training, and 27% take advantage of emerging job opportunities. Nearly one in five (19%) choose to learn through trial and error.
– The low percentage of employees with a formal career development plan is mainly due to limited support from organizations and managers. Only 15% of employees see clear guidance from their company, and just one in five feel their direct supervisor actively supports them in career planning. Overwhelmed leaders also play a role — many are burdened by day-to-day responsibilities and lack the time or preparation to discuss career growth with their team members – says Szymon Rudnicki, Talent Solutions Director in Poland. According to the expert, the definition of career success is also evolving. – The traditional career ladder is losing relevance. Employees increasingly seek flexibility, skill development, and work aligned with their values rather than promotion to management roles. There is also a growing trend toward self-driven development. Many employees are acting intuitively, learning independently, taking risks, and trying different paths without structured support – adds Rudnicki.
– To truly support employees in planning their career paths, it’s worth redefining the manager’s role from that of a controller to an active career partner equipped with the right tools, data on skills, and dedicated time for development support. Instead of rigid plans, organizations could develop experimental career pathways, offering short-term projects and roles that allow employees to test competencies aligned with their goals. Strengthening mentoring, creating cross-functional projects, piloting AI initiatives, and promoting peer learning are also crucial. It’s important to increase the visibility and accessibility of development programs and invest in those most valued by employees, such as internal mobility, mentoring, coaching, and formal learning programs — many of which remain underfunded in organizations – notes the Talent Solutions expert.
What do employees need to grow?
From the employee perspective, the most effective ways to support their careers over the next two years include the ability to move into new roles within the organization (20%) and access to formal development programs (19%). These are followed by in-person development programs (15%), regular performance reviews (15%), and mentoring (15%). This is especially important given that, over the next five years, as many as 39% of current skills will become obsolete, meaning that employee development support is now a key factor in building organizational resilience.
– Employees want to grow through practice, not just theory. Formal development programs offer real experience, while internal mobility allows employees to acquire new competencies within the same organization. These programs are concrete, measurable, and enable people to feel actual progress. In a time when 39% of current skills may soon become outdated, employees are looking for support in adapting to new demands. Such initiatives build security and a sense of belonging, which can boost engagement and loyalty – emphasizes Rudnicki.
According to the expert, to better design career paths and meet the evolving expectations of employees, organizations should replace the traditional career ladder with a “map of possibilities.” – We should enable not only vertical but also horizontal growth, through diverse projects and roles. A key step is giving employees visibility over their progress and equipping managers with tools to better match talent to tasks. It’s also vital to foster a culture of experimentation, encouraging employees to test new roles and skills in a safe environment. Development should be integrated with business goals, so that strategic initiatives support competency growth and employee development strengthens the organization. The ideal direction is greater flexibility and personalization of career paths, aligned with individual goals, values, and work styles – concludes Rudnicki.
The report is based on a survey conducted between March 24 and April 25, 2025, among 1,029 leaders and 2,402 employees across eight countries, including the UK, France, and the USA. The publication draws on research from Right Management’s “The State of Careers” and highlights key labor market challenges as well as new perspectives on career development.
