New research has revealed that only one in 10 people (10 per cent) feel they have been encouraged to reach their full potential at work.

Two-thousand employees of varying ages and levels of experience and across a range of job roles and industries were surveyed*, about whether they felt appreciated, if they felt their skills were being properly utilised and if they felt confident about what they were worth.

Only 10 per cent of both men and women feel they have been encouraged to reach their full potential at work. Confirming that low statistic, 88 per cent of people admitted they don’t feel their talents at work are seen, appreciated or maximised – meaning they’re a flight risk.

Interestingly, those starting out (18-24) and at the end of their working life (65+) were marginally more likely to feel like their skills were acknowledged and appreciated (14 per cent / 16 per cent).

The top five roles where people felt they were being encouraged to reach their full potential were:

1.      Science/R&D
2.      Professional services
3.      Technology/data
4.      Customer service
5.      Managerial

However, even in these groups, no more than one in four felt reaching their full potential was within their grasp.

The worst performing roles in terms of the workforce not feeling encouraged to reach their potential were revealed to be:

1.      Production
2.      Driving
3.      Healthcare
4.      Manual labour
5.      Office work

A lack of confidence amongst the workforce was demonstrated by the fact that, even if they felt it was completely justified, only nine per cent of women and 16 per cent of men feel they could ask for a deserved pay rise. Those aged 25-34 were particularly hesitant to ask for either a pay rise or promotion.

Paul Ainley, managing director at Chatter Communications, said: “If 90 per cent of the workforce feels they have more to give than their employer is benefiting from, it’s a shocking waste of potential. Imagine if every employee felt empowered to bring their A-Game to work every day instead. That is why a cohesive and engaging employer brand is so important.

If you’re not actively managing your employer brand as a company, it is writing itself. Your colleagues and teams are out there spreading what they believe to be your employer brand – good or bad – as are social media, the press and your customers.

“We know from experience that the very best employer brands build a culture and experience that empowers everyone to work together to reach their full potential. Only when people feel supported, engaged, clear in their objectives and secure in their place in the wider organisation can they hit that goal. And that’s to everyone’s benefit.”

*Survey Chatter Communications