Why employees no longer want to be promoted and what companies should do

For years, career advancement has been one of the main goals in any professional career. However, this idea is changing.

Increasingly, more employees are rejecting internal promotions, even when they involve salary increases. The reason? A combination of factors that goes beyond money: greater pressure, more responsibility, and a direct impact on quality of life.

The data is significant: six out of ten workers have stopped aspiring to promotions, according to a recent InfoJobs survey. Far from being a temporary trend, we are facing a structural shift in how work is understood.

The problem is not a lack of ambition

At first glance, it may seem that professionals have lost interest in progressing. But the reality is different.

Ambition still exists, but the traditional promotion model is no longer attractive. Many employees perceive that being promoted means:

• More working hours.
• Greater pressure to deliver results.
• Managing teams without sufficient preparation.
• Constant availability.
• And, in return, only a limited salary increase.

When the balance between effort and reward does not add up, the decision is clear: to stay where they are.

 

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What is behind the rejection of promotions?

This shift in mindset is driven by several factors that companies cannot ignore.

Mismatch between responsibility and salary

The salary increase associated with a promotion is usually around 8%–10% in many cases, according to the salary evolution study by EADA Business School and ICSA Group.

However, the increase in responsibility, exposure, and workload is much higher. This creates a perception of lack of proportionality.

If you want to learn more about salary data, you can download the report here.

Priority on wellbeing and work-life balance

Wellbeing has become a decisive factor. In fact, according to the Talent Trends 2025 report by Michael Page, 55% of professionals would reject a promotion if it affects their quality of life.

Professional success is no longer measured only in terms of salary or position, but in personal balance.

Increased pressure and high performance demands

Digitalisation has brought greater performance monitoring: constant KPIs, continuous evaluation, and a culture of immediate results. This has raised the level of demand, especially in roles with greater responsibility.

Lack of purpose

Especially among younger professionals, work needs to have meaning. It is essential to have a sense of purpose at work. When this element is missing, motivation decreases, engagement drops, and taking on new responsibilities loses its appeal.

What risks does this pose for companies?

This shift has direct implications for talent management.

• Difficulty in filling leadership positions. Companies may face a lack of internal candidates who are prepared or willing to take on roles with greater responsibility.
• Organisational stagnation. Without internal mobility, the evolution of teams and structures slows down.
• Loss of talent. Some professionals choose to change companies or start their own ventures instead of accepting promotions that do not fit their expectations.

The challenge: redesigning the career development model

Organisations can no longer approach promotions in the same way. It is necessary to move towards a new paradigm of professional development.

Review the compensation model

• Better align salary and responsibility.
• Incorporate non-financial benefits (flexibility, time, wellbeing).

Offer alternatives to traditional leadership

Not all professionals want to manage teams. Therefore, it is key to promote:

• Technical or specialist career paths.
• Horizontal growth models.

Integrate flexibility as a structural element

• Real hybrid working models.
• Autonomy in time management.
• A culture based on trust.

Strengthen purpose and communication

Companies must be able to clearly communicate:

• The impact of work on society.
• The real value of each role.
• The meaning of professional growth.

Better prepare future leaders

Promotion should not be a leap into the unknown. It is essential to:

• Provide leadership training before promotion.
• Support employees during the transition.
• Reduce friction in the change process.

How can we help you at Adlanter?

The rejection of promotions is not an attitude problem, but a model issue. Professionals have not stopped wanting to grow; they have stopped accepting just any kind of growth.

Companies that understand this shift and adapt their structures will be able to retain talent, develop leaders, and build more sustainable organisations.

At Adlanter, we help companies adapt their talent strategy to the new dynamics of the labour market.

We support you in designing career and professional development plans, talent attraction and retention strategies, and recruitment processes aligned with new expectations.