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 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.