Why Good Work Isn't Enough for a Promotion

Many employees believe that excelling at their current tasks, helping colleagues, and proactively solving problems should naturally lead to promotions. However, a common frustration arises when a colleague is promoted instead, often because the decision-maker was unaware of the full extent of their contributions. Simply performing well is insufficient; employees must ensure their achievements are visible and recognized by those who influence their career advancement.

Research indicates that promotions are frequently based on perceived potential rather than solely on past performance. A study of nearly 30,000 employees found that subjective potential scores, which can be influenced by gender bias, played a significant role. In one study, women received higher performance ratings but lower potential scores than men, explaining half of the promotion gap. This suggests that demonstrating future capabilities, not just current output, is crucial for career progression.

Furthermore, face-to-face interaction with managers significantly impacts career advancement. One study found that employees who shared smoking breaks with their managers earned, on average, 0.70 salary grades more over ten quarters than those who did not, highlighting the importance of informal interactions. Working from home, while potentially improving performance, can decrease visibility and hinder promotion prospects, as managers may notice employees' work less.

To navigate this, employees are advised to focus on the impact of their work, not just the effort. Clearly articulating one's specific contribution to team projects, especially when collaborating, is essential, as credit is not always automatically shared. Proactively communicating achievements and potential throughout the year, rather than only during annual reviews, helps managers stay informed. Employees should also inquire about specific requirements for advancement rather than accepting vague assurances.

In Israel, official data shows that 40% of employees aged 30 and over have been promoted, with this rate increasing significantly with tenure. However, with around 148,000 job openings, employees who feel stagnant have options to seek opportunities elsewhere. Managers also play a role by ensuring they recognize all contributors, listen to quieter team members, and evaluate performance fairly.