One of a manager’s most sacred duties is selecting the best applicants for promotion. Getting a significant promotion is the ultimate goal for fast career advancement. Seeing a coworker advance might inspire your staff members by demonstrating that perseverance is rewarded. Why do some employees reject these offers, then?
It’s a fact that there are good reasons to decline a promotion. Many of them have nothing to do with a lack of motivation or dedication. Let’s now examine some typical objections raised by staff members against receiving promotions.
Overburdened workers have plenty on their plates.
One of the main factors destroying employee engagement and productivity at work is unrelenting job stress. Excessive work stress can result in burnout, which is one of the best reasons to decline a promotion.
Employees who are burned out will unavoidably reevaluate their role in the company. In reality, a Gallup study from last year revealed that 76% of workers had experienced burnout at least occasionally, and 28% had done so frequently or never. Merely 20% of workers indicated that they have occasionally experienced burnout, indicating that 4% of workers never experience burnout at work.
The desire to give them something for enduring the busiest times of the year is a noble one. However, you might want to hold off on trying to advance someone right away. It’s possible that a candidate already feels like they’re being tested to the brink. The last thing they’ll want at that time is to assume further duty.
It’s not always the case that a worker who declines a promotion due to stress will never wish to progress. It simply means that you should check in with them during a slower time of year or after a holiday. If it’s a manager post, you might also convince them of your worth by emphasizing your abilities to help and assign work.
Employees who are anxious mistrust their own skills.
It would be a grave understatement to suggest that anxiety is enjoyable. And what could cause more worry than getting a promotion you don’t think you’re ready for? rejecting it. “What is the best way to decline a promotion?” is a common query. It’s evident that this is a prevalent problem because our essay on the subject is one of our most long-lastingly popular ones.
Self-doubt is one of the easiest excuses for declining a promotion.
Anxious individuals can experience the pressure and responsibilities that come with a promotion, just like their stressed-out coworkers. Once more, this does not imply that they lack commitment. Furthermore, it doesn’t imply that they’re attempting to avoid doing difficult tasks. When someone is worried about getting promoted, it usually signifies they don’t think they have the abilities or knowledge necessary to accomplish the job well.
By emphasizing their accomplishments and strengths, you might be able to win them over. Alternatively, by encouraging them to upskill into the position. But it’s crucial to keep trying to reach out to them in the future, even if they continue to say no. An employee need not wait to be ready; they may be ready at any time.
The work-life balance may be impacted by a promotion.
Many of us struggle to maintain a healthy balance between our personal and professional lives. Perhaps personal obligations, like having kids, are to blame. Perhaps your interests, hobbies, or personal objectives occupy the time you have available for leisure. Employees may naturally be reluctant to publicly discuss their reasons for declining a promotion for fear of being accused of being unmotivated or uncaring.
More than 5,000 people participated in the CIPD UK Working Lives Survey. 60% said they were working more hours than they had desired. However, 25% of respondents said they overworked for at least 10 hours every week, so that’s only the tip of the iceberg. 26% acknowledge that work interferes with other personal obligations, and 24% say they find it difficult to unwind after work because they are unable to switch off.
An optimist would argue that having greater control over your schedule comes with advancing in your career. However, that is a broad generalization. Generally speaking, accepting a substantial managerial post entails accepting more significant responsibilities. Setting shift patterns may be part of that, but it’s not optional. So what if a worker declines a promotion in order to safeguard their long-term mental health? That’s totally understandable.
A promotion is not always a promotion.
That is a valid inquiry, not a riddle. Promotions at work could be seen by the most cynical individual as a simple means of pressuring staff members to put in more effort. That is patently untrue, though, as promotions typically include higher pay and more authority.
Unless it is, that is.
According to a 2018 survey, 39% of companies often give promotions away from salary increases. The fact that more than 60% of employees would accept them first seems astounding. The most likely group to accept a promotion without a wage raise were men between the ages of 18 and 34.
Giving someone additional work without expecting anything in return communicates your lack of appreciation for what they have contributed. If your employee accepts a bad bargain from you, don’t get too cocky. Most likely, they are doing it so that their resume will look nice when they apply to other companies in the future.
This is especially true given that the majority of people between the ages of 18 and 34 are probably attempting to progress in their jobs. This is the most compelling argument out of all the ones for declining a promotion. Reward your top achievers properly, or your rivals will steal them away.
Employee disengagement reduces their motivation to commit.
We’ve now covered a number of justifications for declining a promotion. We’ve also highlighted the reasons why they shouldn’t be interpreted as a sign of disrespect or a lack of dedication to the company. It’s time to discuss, however, when workers decline advancements due to a complete lack of interest.
Disengaged workers don’t feel like they have much of an obligation to perform their jobs beyond what is necessary to get paid. Unless their coworkers are the only thing keeping them around, there probably isn’t any relationship with them. There’s also unquestionably no connection to the company as a whole. It could be easy to hold these workers accountable for their own disengagement. It’s simple enough to dismiss them as not suitable for the culture of your company.
But remember that managers are usually the ones who should take the brunt of this. They are responsible for 70% of the differences in worker engagement. None of the workers intends to become their boss, after all. It goes without saying that they would not want a promotion if such were the case.
Employee-manager interactions can be enhanced by using tools like meaningful 1:1s, employee appreciation programs, frequent check-ins, and productive performance talks.
