Why Tenure Alone Doesn't Guarantee Promotion

Adzlan Zakaria, Head Total Rewards Management, FGV Holdings Berhad

Even as the workplace rapidly evolves, a misconception that time served automatically translates into greater knowledge and promotability persists. Many employees expect career advancement simply because they’ve been with a company for years, believing tenure alone qualifies them for higher roles. However, the reality is that knowledge does not come with age; it comes through deliberate effort, continuous learning, and expanding the breadth and depth of one’s expertise. For HR professionals, this presents a critical challenge in ensuring promotions are based on merit rather than just seniority.

The myth that age equals knowledge persists across many organizations. However, time spent in a role doesn’t automatically equate to skill development. Consider that a 10-year employee performing the same tasks without updating their skills may be less adaptable than a newer hire with current knowledge. Meanwhile, a proactive employee who actively seeks learning opportunities can quickly surpass more tenured peers. HR leaders must communicate clearly that promotions are earned through demonstrated growth, not granted based on tenure alone.

Understanding the scope of knowledge is essential for career progression. Knowledge has two crucial dimensions: breadth and depth. Breadth refers to the range of domains or fields an individual understands. Employees with broad knowledge can adapt to different roles, collaborate across departments, and think strategically. Depth represents specialized expertise in a particular area, enabling employees to solve complex problems and mentor others. The danger lies in stagnation when employees remain in roles without expanding both dimensions. Their knowledge becomes outdated, severely limiting promotability.

Practical Frameworks for Career Growth

While publications like Harvard Business Review’s “Why Tenure Doesn’t Equal Promotion Readiness” and SHRM’s research on skills-based organizations have effectively challenged traditional notions linking tenured to advancement, this article provides distinct practical context that fill crucial gaps in the existing discourse. What sets this article apart is its multidimensional approach that connects leadership examples with practical frameworks for everyday career growth.

Successful professionals, including top CEOs, demonstrate that continuous learning drives career success. Warren Buffett reads 500+ pages daily; Bill Gates consumes 50+ books annually, focusing on science and global trends. Elon Musk famously taught himself rocket science through books. These examples prove expertise is built, not inherited. Employees should dedicate time to reading industry materials, following thought leaders, and engaging in professional forums. Beyond reading, seeking stretch assignments and cross-departmental projects pushes boundaries and builds critical skills.

“Knowledge does not come with age; it comes through deliberate effort, continuous learning, and expanding the breadth and depth of one’s expertise”

The digital age offers unprecedented learning opportunities for employees to upskill at their own pace. The most forward-thinking organizations are moving beyond traditional training to create immersive learning experiences through job rotations, innovation challenges, and real-world problem-solving exercises.

From an HR perspective, building a promotion-ready workforce requires shifting from tenure-based to competency-based advancement. This begins with redefining promotion criteria to emphasize demonstrated growth over years of service. Implementing skills assessments and competency frameworks provides objective measures of readiness. Equally important is fostering a learning culture through coaching and mentorship programs and knowledge-sharing sessions. HR should provide clear growth pathways with career development plans that outline the specific skills needed for advancement.

The Need for Assessing Promotability

The consequences of getting promotions wrong affect both organizations and employees. When promotions are based on tenure rather than capability, companies risk placing underqualified leaders in critical roles. This leads to decreased team performance, lower morale among high performers, and ultimately, talent attrition. For employees, the realization that they’ve been passed over for promotion despite their tenure can be demoralizing.

Clear communication about expectations and consistent application of competency-based promotion criteria can prevent these issues. The solution lies in a partnership between employees and organizations. Employees must take ownership of their development by actively expanding their knowledge and skills. Organizations must create environments that reward growth and provide opportunities for learning. Together, they can build workplaces where promotions reflect true capability rather than calendar years.

The belief that “time served equals promotion deserved” belongs to a bygone era. In today’s dynamic business environment, both employees and HR professionals must recognize that knowledge is earned through continuous effort. Employees who want to advance should embrace learning as a daily practice, not wait for time to make their case. HR leaders must ensure their promotion systems identify and reward those who actively develop their skills.

Looking Beyond Tenure for Real Knowledge

Ultimately, career growth is a choice, not an entitlement of age. Organizations that recognize this will cultivate agile, future-ready workforces. Employees who understand this will position themselves for meaningful advancement. The message is clear that in the modern workplace, knowledge does not come with age, and it comes to those who pursue it relentlessly.

For HR professionals, the challenge and opportunity lie in transforming promotion systems to reflect this reality. For employees, the path forward involves taking proactive control of their professional development. When both align around the principle that knowledge must be actively built, organizations and individuals thrive together in an era of constant change.

The workplace of the future belongs to lifelong learners. Those who recognize that knowledge is dynamic, not static, will lead the way. The question isn’t how long you’ve been there, but how much you’ve grown while you were there. That’s the true measure of promotability in today’s world.