Globally, one in five employees (19%) cites a lack of objective opportunities for advancement as the main barrier to career progression. In Poland, however, workers most often point to a lack of personal motivation (15%) as the key obstacle. A third (34%) of employees who experience stagnation in their current role are actively looking for a new job or attending interviews.
Global barriers to advancement
A lack of development opportunities at work remains the most common reason for career stagnation, according to ADP’s global report “People at Work 2025: A Global Workforce View.”
One in five employees (19%) says their professional growth is blocked because they feel “stuck” in their current company.
Other key factors include a personal lack of motivation to change (13%) and a shortage of time to invest in development (12%).
Less frequently mentioned obstacles are fear (5%) and insufficient education (5%), suggesting that motivation and opportunity outweigh skill gaps.
The survey collected responses from nearly 38,000 employees across 34 countries.
Poland stands out: motivation matters more than opportunity
In Poland, 15% of respondents said their biggest obstacle to advancement is a lack of motivation and overall satisfaction with their current job.
Almost as many cited a lack of time (14%), while only 12% pointed to an actual absence of development opportunities in their workplace.
Interestingly, this figure is among the lowest in Europe — and the second-lowest globally.
The challenge of limited professional growth is felt most acutely in Southern Europe: Italy and Spain (23%), followed by France and Sweden (20%).
In neighboring Germany, 17% of workers reported this issue, compared with 15% in the Czech Republic.
“The Polish labor market is more mobile compared to Southern Europe. Employees in Poland tend to change jobs more often, especially when they’re dissatisfied with pay or working conditions,” says Anna Barbachowska, HR Director at ADP Poland.
“Polish workers are relatively self-reliant — if they feel stuck, they take action to change their situation. In more mature economies, employees expect structured career paths from employers, but escaping stagnation can be harder due to rigid hierarchies or high overall satisfaction with earnings.”
In global terms, career stagnation is most often reported by workers in South America — Brazil and Argentina (26%), Chile (25%), and Peru (24%) — while the lowest incidence is in Singapore (11%).
Generational and demographic differences
Perceptions of career barriers differ by age.
Over 20% of employees aged 40 and above say they face limited development opportunities, compared to just 14% among workers under 26.
In the oldest group (55–64), the share rises to 22%.
The same pattern appears across corporate hierarchies:
- 16% of senior executives and managers report limited advancement opportunities,
- 18% among mid-level managers,
- and 20% among specialists.
Employees in small companies (fewer than 10 people) are the most likely to feel stuck (21%), though similar levels — around 18–19% — are observed across firms of all sizes.
Stagnation fuels job switching
Globally, 15% of employees believe that changing employers is essential for their career growth.
In Poland, 10% share this view.
Stagnation appears to be a strong motivator for job change: among those who see limited development opportunities, 34% are actively seeking a new job or attending interviews.
Moreover, employees who believe that only changing jobs can help them grow are 2.6 times less likely to describe themselves as productive.
What drives loyalty?
Conversely, opportunities for development are key to retaining employees.
Globally, those who want to stay with their current employer cite:
- Prospects for promotion (45%)
- Professional training and skill development (36%)
- Flexible working hours (34%)
In Poland, the main reasons for staying are:
- Motivating salaries (34%)
- Flexible working hours (33%)
- Promotion opportunities (29%)
Training and private healthcare offered by employers are also appreciated, each mentioned by around 20% of respondents.
“Limited career development opportunities lead not only to lower employee engagement but also to lost productivity, reduced innovation, and higher turnover,” explains Nela Richardson, Chief Economist at ADP.
“Organizations that provide clear and fair career paths don’t just retain talent — they unlock the full productive potential of their workforce.”
About the ‘People at Work 2025’ Report
The People at Work report is based on the Global Workforce Survey conducted by the ADP Research Institute.
Run annually since 2015, it explores the world of work from the employees’ perspective, helping organizations adapt to evolving attitudes and expectations.
Drawing on responses from nearly 38,000 working adults across 34 markets and six continents, the 2025 edition provides a representative snapshot of the global labor force.
Respondents come from diverse sectors and educational backgrounds, work in both remote and on-site roles, and represent organizations of all sizes — from microbusinesses to multinational corporations.
Source: ADP, People at Work 2025: A Global Workforce View
(Original Polish summary: CEO.com.pl – “Co naprawdę hamuje kariery Polaków”)
