LHH, a global business unit of the Adecco Group, has released research into early careers – those in the first 4 years of their careers – finding that 28 per cent of UK early careers employees do not see a clear path for career progression in their current organisation but are staying due to external constraints and uncertainty in the job market.
The ‘Building future talent that stays and performs’ report highlights a nationwide, and growing retention challenge looking at employees at the start of their career, with one in eight (12 per cent) who are within the first four years of their career planning to leave their role within the next 12 months.
While many (42 per cent) are “very likely” to remain with their current employer over the next year, this short-term confidence does not necessarily translate into long-term commitment. For many, the decision to remain in their role is being driven by external constraints rather than internal engagement or loyalty, with one in five (21 per cent) staying because of limited opportunities in the wider job market. For early careers employees the impact of rising youth unemployment impacts confidence and security even after they enter the workforce.
For a generation motivated by growth and advancement, the absence of visible pathways and structured development is a significant retention risk for UK businesses.
The ‘Building future talent that stays and performs’ report identifies a clear disconnect between employees expectations and reality. Over a quarter (28 per cent) of early careers employees say their employer has not provided any support to help develop their career in the last year. The same proportion (28 per cent) say they do not see a clear or realistic path for progression within their organisation.
Without a clear path for development, UK employers risk losing high-potential talent at the very start of their careers. Career progression is not a “nice to have” but is a deciding factor in whether employees stay or go.
Attrition among early careers employees does not happen in isolation. It can quickly erode morale, undermine cohesion, and weaken employer brand from within.
The data also highlights the contagious nature of early careers turnover amplifying risk across teams. When peers leave, nearly half (45 per cent) consider leaving themselves, with a further 45 per cent stating it reduces their confidence in the organisation.
With employers investing an average of £2,916 to onboard and develop each early careers hire, retaining high-performing graduate talent is not just about individual performance, it protects wider organisational stability and talent pipelines.
Many early careers employees that do stay are staying for the wrong reasons. For many, retention is being driven by external constraints rather than job satisfaction or loyalty.
Only 15 per cent of employees surveyed said that alignment with their organisation’s purpose, mission, or values is the main reason they remain. While 13 per cent cite uncertainty about changing roles as their primary reason for staying, more experienced colleagues and managers can stabilise early careers retention, as 27 per cent name a supportive line manager as the main factor keeping them in their role. Managers can reduce attrition risk by creating space for open conversations, mitigating uncertainty and supporting upskilling.
While salary and benefits remain important hygiene factors, they are not enough to secure loyalty. What truly differentiates employers is what they do beyond the baseline.
The message is clear: when career development is in place, it works well. 82 per cent say they would be more likely to stay over the next 12 months if they had access to more career development support. Nearly a third (30 per cent) want recognition for their contributions and achievements to signal that their career development genuinely matters to the organisation.
Structured progression pathways, meaningful recognition, and visible investment in growth are the levers that unlock potential and drive retention amongst this contingent.
“Early careers talent are the future leaders and growth enablers of every organisation,” says Pauline Muldoon, Practise Leader, Career Development & Mobility at LHH. “For UK businesses navigating economic uncertainty and talent shortages, unlocking the potential of early careers employees is key to building a more resilient, future-ready workforce.
“By implementing smaller, practical changes, from clearer progression pathways to stronger recognition and career conversations and support from line managers, employers can take meaningful action to improve retention, engagement, and long-term loyalty to give entry level employees the confidence they need to grow professionally in a challenging jobs market.”
The Building future talent that stays and performs report underscores that career development is not as a ‘nice to have’ but is a strategic retention imperative to attract and keep entry level talent.
To discover more about how to retain and develop early careers talent, view the full Building future talent that stays and performs report via the following link.
