There is widespread dissatisfaction among UK employees regarding their career progression and skills, as 71 percent of employees feel their managers are not providing the support needed to advance their careers.

This is according to research by HR, payroll, and finance software provider MHR. A separate MHR study conducted earlier this year found that 70 percent of employees feel underappreciated in their organisations, with 20 percent considering leaving as a result. This unease is being amplified by geopolitical shifts and the evolving demands of the modern workplace, placing greater pressure on businesses to act.

Employees Seek Greater Control Over Career Pathways

The latest findings suggest employees are eager for more autonomy in shaping their professional journeys. Two-thirds of respondents said that having greater control over their development would allow for faster career progression. Moreover, 56 percent believe their skills could be better utilised across different departments- suggesting an untapped talent within their workforce that businesses have yet to uncover and leverage. Leaders are being urged to offer upskilling and reskilling opportunities, helping employees unlock their full potential.

Jeanette Wheeler, Chief HR Officer at MHR commented on the research, “As business leaders prepare their 2025 talent management programmes, this data underlines that organisations must do better in supporting their people’s development and maximising their potential.

“Organisational leaders risk continuing to lose staff unless they provide employees with the ownership they desire over their progression, while putting the right structures in place to control how employees progress, and ensuring a standardised approach to learning and development remains intact across the company.”

Skills Gap And Retention Challenges

The survey highlights how the skills gap continues to undermine employee confidence and workplace satisfaction. Fifty-seven percent of employees report feeling vulnerable to making mistakes due to insufficient skills, while 53 percent are considering leaving their jobs within the next year because their abilities are not being effectively utilised.

Wheeler added, “Having open and honest conversations, the right expertise and an empathy-led approach will ultimately lead to sustainable, high-performance organisations. It is paramount leaders prioritise creating a culture where their workforce feels valued and empowered to realise their ambitions. A workforce who has access to an intuitive system that provides them with personalised learning outcomes will likely stay for the long-term, which can be a true competitive advantage in today’s market.”

The findings coincide with renewed government efforts to address the skills gap at a national level. However, the onus is on businesses to complement these initiatives by integrating tailored training programmes that meet the needs of their organisations. A proactive approach to identifying skills shortages, combined with meaningful investment in employee development, will be critical in addressing the disconnect between employee expectations and organisational offerings.

Wheeler concluded, “Every manager must be equipped with the knowledge to implement a development framework that accurately assesses people’s strengths and weaknesses; analyses the skills employees currently have and want to develop; and ensures they feel comfortable equipping their reports with an understanding of the active role someone can play in their own progression across the company.”