In this article, we propose a model for organisations to deal with career plateauism, the condition whereby many employees find that opportunities for promotions are limited or non-existent. We argue that career plateauism has become a reality instead of an exception. However, career plateauism is not a only a simple barrier but is also a multi-faceted construct. The different types of plateauism
... [Show full abstract] require different interventions. Organisations can better tap the capacity and potential of their employees through designing and deploying different learning solutions for the different types of career plateauism.