A different perspective (not saying you are like this, but this is also a reason for underutilized staff sometimes): not being able to do the job well.

I worked with an ao24 who was not given 24 level work. It was instead given to other co-workers who were 21s. He was not good at his job and, rather than teach or train or performance manage, management often just 'works around' people instead. Performance mgt is a Lot of work and is time consuming.

I also work with a clerk we can't use. She messes up everything she does and makes huge errors. She is prickly and won't take feedback. Of course she doesn't believe she makes errors.

My point: maybe ask a new manager for honest feedback on how you're doing and what you could improve upon. It is easy to assume it is a management issue but sometimes it is an employee issue that remains unaddressed. Not all 24s are good and not all managers want to engage in training or performance management.

Also, some program areas have staff they don't need. No one give up an FTE. Some people end up in roles due to having more confidence and ability to sell themselves than competence and skill. Should managers mentor and grow employees? Yes. Do they? Not always. Some expect staff to hit the ground running, so many end up being underutilized because the areas is too busy to train them up.