In the wake of the COVID-19 pandemic, a new and insidious trend has taken root in the workplace, silently eroding employee morale and driving burnout among top performers. It’s a phenomenon You may have heard this or are experiencing “quiet promotions”—the insidious practice of piling more responsibilities onto high-achieving employees without a corresponding increase in compensation, title, or support. As a former Manager, I learned a cardinal rule of leadership: it’s far easier to demotivate a great employee than it is to motivate an underperformer. This principle is more relevant now than ever.
The Mass Layoff Aftermath: A Breeding Ground for Quiet Promotions
When the pandemic triggered mass layoffs, companies were forced to do more with less. The employees who survived were, by necessity, asked to shoulder the responsibilities of their departed colleagues. For many, this was a temporary necessity. However, as the economy has stabilized, this temporary measure has become a permanent expectation. Top performers, in particular, were often seen as the most capable of handling the increased workload. They’re reliable, they get the job done, and they rarely complain. This is precisely what makes them so vulnerable to quiet promotions.
The employee-employer relationship, at its core, is a value exchange. Employees must produce more value than they cost the company. I am not anti-company; I believe this principle is fundamental to a thriving business. But when a company asks for significantly more value from an employee without reciprocal compensation, the equation becomes unbalanced. The employee begins to feel undervalued and taken for granted, leading to a slow but steady burn-out that ultimately culminates in them leaving the company.
Beyond the pandemic, external pressures like the current tariff situation are adding fuel to the fire. Faced with increased costs on materials and supply chains, companies are under immense pressure to maintain profit margins for shareholders and Wall Street. As a result, they are often tempted to “subtract” from the financial reporting in the easiest way possible: by skimping on benefits, cutting stock programs, and freezing salaries. This short-term strategy, however, is a classic example of cutting off your nose to spite your face. While it may provide a temporary boost to the bottom line, it sends a clear message to employees that their well-being is a secondary concern.
Advice for Hiring Managers and Business Leaders
So, how can hiring managers and business leaders combat this rampant problem and create a sustainable, high-performing environment? The answer lies in a multi-pronged strategy that invests in people and processes.
1. Acknowledge and Compensate: The first and most crucial step is to recognize the increased workload and its impact. Conduct regular performance and compensation reviews, and be proactive in addressing any imbalances. A quiet promotion should never be a permanent state. If an employee has taken on responsibilities commensurate with a higher-level role, a promotion and a salary increase should follow. It’s an investment in retaining your best talent.
2. Strategic Use of Contractors and Freelancers: Don’t let your full-time employees become jacks-of-all-trades. For specialized or temporary projects, consider bringing in contractors or consultants. This strategy provides a flexible way to fill a skills gap or manage a temporary surge in workload without overburdening your core team. It’s a more cost-effective solution than losing a key employee and having to go through the expensive and time-consuming process of hiring and training a replacement.
3. Invest in Systems and Automation: Many of the tasks that contribute to quiet promotions are repetitive and administrative. Look for opportunities to invest in systems and automation to streamline workflows. This could be anything from implementing a new project management software to automating data entry. By freeing up your top employees from mundane tasks, you allow them to focus on high-value work that truly moves the needle for the company.
4. Embrace the Consultant Mindset: Sometimes, the problem isn’t a lack of people but a lack of a clear, efficient process. Bring in a consultant to do a deep-dive on your team’s workflow and identify bottlenecks and inefficiencies. A fresh, external perspective can reveal systemic issues that are invisible to those working within the system every day. Investing in process improvement is an investment in your team’s long-term sustainability and productivity.
The Bottom Line
The era of “quiet promotions” is a ticking time bomb. It may seem like a short-term solution to a tight budget, but the long-term cost is significant. It’s the silent killer of morale, the invisible driver of burnout, and the primary reason your best employees will eventually walk out the door. The impulse to cut benefits and salaries to appease shareholders is a short-sighted one. A truly agile and sustainable solution is to invest in your people and your processes. By empowering your employees with the resources they need and by creating efficient, streamlined workflows, you build a resilient organization that can withstand external pressures and continue to thrive. In the end, that’s a win for everyone.
