Historically, promotions were a key motivator for people, and a central component of organisational retention strategies. However, our data shows that 27% of employees want to become a deeper expert in their area or stay where they are, as opposed to the much smaller 2% who are looking to climb the ladder and become a CEO.
However, our data shows that 27% of employees want to become a deeper expert in their area or stay where they are, as opposed to the much smaller 2% who are looking to climb the ladder and become a CEO.
But is this trend reflective of a workforce that’s lost its sense of ambition, or are there other factors in play?
The workforce is very different to 20-30 years ago, both in terms of the diversification of roles and demographics, as well as the ways in which we work. More women have entered the workforce, hierarchical structures have made way for flat and matrix alternatives, while a combined 62% of the workforce will be made up of millennials and Gen Z by 2025. Plus, people are prioritising flexibility over everything else, and a rising trend of burnout has led to wellbeing taking precedence for the vast majority of employees.
With all this in mind, is it really a surprise that just 19% of employees now want to pursue promotion to a line management role? A fulfilling, albeit demanding role that was once a desirable career step for so many has become a position the majority would rather avoid – so what’s changed?
Why employees aren’t chasing promotions
Work to live, not live to work: The pandemic has changed the way employees think about work. ManpowerGroup research found that 31% of people would now take another role if it offered a better blend of work and lifestyle, and 64% would look for a new job if asked to return to the office full-time. Hybrid working, controversial as it is, is now fully integrated into the lives of many employees who are unwilling to budge on the flexibility that this new working practice has provided them, even if it impacts their promotion prospects.
People have begun to view work as just one aspect of their life and are no longer motivated by the traditional notion of working their way to the top, especially if it comes at the expense of their chosen lifestyle. Employers need to recognise flexibility as a key driver of employee engagement and accept that some people are happy to stay in their current role – working hard and enjoying the balance they have in life. In turn, businesses should strive to build a culture where work-life balance is supported and encouraged, acting as a preventative measure against issues such as burnout, which when left unaddressed over a sustained period of time can lead to more sick days and reduced performance.
External pressures preventing the pursuit of promotion: Despite the fact women are now more present within the world of work, they’re still having to shoulder most of the responsibilities at home as well. A BBC survey found that 63% of women said they manage most household responsibilities, while 32% of men admitted they do less than they should. Meanwhile, Bright Horizons' annual Modern Families Index found that 74% of working mothers are carrying the mental load of parenting, resulting in 37% feeling unable to progress their career. Typically, promotion and seniority come hand-in-hand with increased workloads and longer hours, meaning climbing the corporate ladder may be less feasible for some people.
While this is undoubtedly a bitter pill to swallow, research has found that flexible working hours, job security and access to learning opportunities can be other key motivators for women within the world of work. Employers should focus on understanding the career goals of all employees, facilitating fulfilling careers through internal mobility – whether it’s temporary secondments, stretch projects or lateral career moves. Having the ability to move freely within an organisation to learn and pursue new opportunities, all while retaining a sense of stability, can be just as effective at driving engagement and loyalty as promotions ever could.
Futureproofed skillsets > career advancement: With change being omnipresent since the Covid-19 pandemic, employees have recognised the volatility of the world of work and are focused on building skills and experiences instead of pursuing one linear career path. Perhaps as a direct result of the early stages of their careers being so disrupted, younger employees (35% of Gen Z and Millennials) are nearly twice as intent on building expertise in their chosen field as their older colleagues (18% of Gen X and Baby Boomers). These young professionals recognise that skills and knowledge hold more long-term value than a job title; and while career progression is still important to them, learning and training opportunities are non-negotiable.
In fact, our research found that 89% of employees cite training and skills development as the main driver of satisfaction at work, and 57% are even pursuing training outside of work because company programmes aren’t teaching them the skills needed to stay competitive in the market. People want to remain relevant and are trying to be proactive in futureproofing their careers through the evolution of their skillset. Employers will need to support this ambition by providing career management technology and tailored professional development programmes that align with the learning needs of their workforce.
It feels unfair to presume that today’s employees are lacking ambition, simply because promotions are no longer the sole end-goal for a lot of people. Instead, it seems they’ve shifted their ambitions to align with an evolving world of work and changed priorities.
