The word "human resource" refers to the individuals or workforce inside an organisation who are responsible for carrying out the activities allocated to them with the intention of attaining the goals and objectives of the organisation. This is only possible by effective recruitment and selection, offering sufficient orientation and induction, training, skill upgrades, right assessment of employees (performance appraisal), providing appropriate compensation and benefits, sustaining Investment in human resources is a requirement for any organisation that wishes to be dynamic and growth-oriented. In contrast to other resources, human resources have practically unbounded potential. The potential can only be utilised by creating an atmosphere that can constantly identify, highlight, nurture, and use people's strengths. Different cultures view the phenomenon of careers in different ways. The existence of regional variations in professional patterns and practises has long been acknowledged by studies on career development. However, the comprehensive examination of jobs from a multicultural viewpoint is only now beginning. There is no consistent framework to direct research in the fragmented research literature in this field. It has previously been proven that culture greatly affects how people in a society understand the concept of a career. The career development options that people select and the strategies utilised by employers to assist, distort, or even stifle their employees' career development processes are both influenced by cultural variables. The majority of Western societies view individual careers as a desirable development for both the business and the individual. It is typically assumed that making a job decision while taking into account an individual's demands is honourable. People who pursue careers are respected by society because they fulfil their potential in fields that are both personally rewarding and useful to society and organisations. While the cultural and historical background of career growth in Lithuania, like in other Eastern European nations, was significantly less favourable due to the effect of the bureaucratic and administrative career structure that predominated in the Soviet Union. Career was significant during the soviet era because it could provide access to numerous privileges and other values that were out of reach for those citizens who were not pursuing careers. The most capable people in the nation were thus denied job development opportunities under this system because having the skills and the ability to think for oneself were not regarded as the foundations of professional advancement. The regimented industrial state gives way to a new economy that is largely flexible in the developed Western cultures. Therefore, it is possible to assume that people who express their will often do so across organisational, professional, and national barriers. However, institutional frameworks are dominant throughout the nations of Eastern Europe, including Lithuania. People rely on groups or institutions, as well as the roles recommended by social systems. The basic cultural aspects that are mediated by corporate culture must be coupled to cultural impacts on career development, on the other hand. In this context, it is important to consider how the primary cultural characteristics are expressed in terms of how they affect both individual and organisational career development processes. The goal of the research is therefore stated as follows: to investigate cultural career development determinants in Lithuanian organisations, in particular public sector organisations, based on the aforementioned scientific ideas and difficulties. The study's focus is on the interactions between cultural and professional-development elements in Lithuanian public sector enterprises.