Employee career planning support (ECP) has become increasingly important as organizations confront rapid skill renewal, internal mobility pressures, and employees’ expectations for credible career development. Existing research relevant to ECP is dispersed across organizational career management, organizational support for career development, employer-sponsored development practices, mentoring, career growth, perceived organizational support, employability, internal mobility, and sustainable careers. Drawing on classic foundations and recent review, meta-analytic, and empirical evidence, this integrative review consolidates these streams and conceptualizes ECP as employees’ perception that the organization provides accessible, fair, and developmentally meaningful guidance, resources, feedback, and internal opportunities for long-term career planning. The review identifies ECP as a career-specific support process rather than a formal HR practice, mentoring relationship, or career outcome. It clarifies ECP’s boundaries, develops five provisional organizing dimensions, and explains its relevance for career satisfaction, organizational attachment, employability, retention-related outcomes, and stability-oriented attitudes. The article contributes to human resource management and organizational design by positioning ECP as strategic developmental infrastructure through which organizations translate career systems into employee-perceived support. Future research should validate ECP measurement, test its distinctiveness from adjacent constructs, and examine its temporal and contextual boundary conditions.

Keywords: employee career planning support, human resource management, organizational career management, career development support, perceived organizational support, employee retention