Dry Promotions Are Back: Three in four Australians taking on more work say they received nothing in return

Dry promotions are re-emerging in Australian workplaces, with employees reporting broader workloads and greater responsibility without corresponding increases in pay, benefits or title.

people2people Recruitment's latest Q3 workforce survey of more than 1,200 respondents found almost half, or 49%, are doing much more work in the same role than they were a year ago. A further 69% say they are now doing work that was previously split between several people.

Despite this, three in four respondents who took on more work this year say they received nothing in return.

A dry promotion refers to an employee taking on a larger role, greater responsibility or more senior duties without the formal recognition that would usually accompany that change.

Key findings:

• 49% are doing much more work in the same role than a year ago
• 69% are doing work previously split between several people
• 75% received nothing in return for taking on more work
• 15% received additional pay or benefits
• 8% received promises of future recognition
• Just 2% received a better title
• 67% would reject more responsibility without an immediate pay rise
• 21% would accept it only temporarily

"Dry promotions became more visible during the pandemic, when organisations were managing sudden disruption, reduced headcounts and hiring constraints," says Catherine Kennedy, NSW Managing Director at people2people Recruitment.

"What these findings suggest is that the pattern is returning. Employees are again absorbing additional duties and broader responsibilities, but the formal recognition is not always following. The key difference now is that many employees no longer see this as a short-term response to exceptional circumstances. They want clarity about whether the change is temporary, how long it will last and what recognition will follow," said Catherine.

More work is being consolidated into existing roles

Almost half of respondents say they are doing much more work in the same role than they were 12 months ago. A further 27% say their workload is about the same, while 24% report doing less. The consolidation of work is even more pronounced, with 69% saying they now perform duties that were previously split between several people. 

These changes may reflect restructuring, unfilled vacancies, tighter operating budgets, changing technology or the gradual expansion of roles over time. "The survey does not tell us why each individual role has changed, but it does show that many employees feel the scope of their work has expanded."

"That does not automatically mean every additional task should lead to a promotion. However, when the level of responsibility, complexity or accountability has materially changed, the role should be reviewed. A useful question for employers is whether they would advertise the position today using the employee's original job description. When the answer is no, it may be time for a more formal conversation," says Kennedy.

Three in four received nothing in return

When respondents were asked what they had received in return for taking on more work this year, 75% said nothing.

Only 15% received additional pay or benefits, while 8% received promises of future recognition. Just 2% were given a better title.

"This is where the idea of the dry promotion becomes particularly relevant. Employees may be carrying the workload and accountability of a more senior or substantially broader role, but without the salary, benefits or title that would normally indicate progression," says Kennedy.

"Recognition can take different forms, depending on the organisation and the employee's priorities. It may involve pay, additional leave, greater flexibility, professional development, a title change or a documented progression plan. What matters is that the expanded contribution is acknowledged and that any future promise has a clear timeframe and review process attached to it."

Employees are less willing to accept open-ended responsibility

The findings show that employees are setting clearer limits around unpaid increases in responsibility. Two-thirds of respondents, or 67%, say they would not accept additional responsibility without an immediate pay rise. A further 21% would accept the arrangement only temporarily. Just 13% say they would accept more responsibility without an immediate increase in pay.

"This does not necessarily suggest employees are unwilling to support their organisations or develop their careers," says Kennedy. "It shows that many people want additional responsibility to be accompanied by a clear and timely discussion about remuneration, progression and the long-term scope of their role. Temporary stretch opportunities can be valuable when they are genuinely developmental, clearly defined and supported. They become more difficult when there is no end date, no review point and no shared understanding of what will happen next."

Generational differences

The pattern of increased workloads and limited recognition was visible across every generation, although the results varied by age group.

Gen X and Baby Boomer respondents were the most likely to say they are doing much more work than a year ago, at 56%. This compared with 52% of Millennials and 38% of Gen Z respondents. They were also the most likely to report doing work previously split between several people, at 79%, compared with 68% of Millennials and 60% of Gen Z.

Gen X and Baby Boomers were the most likely to say they received nothing in return for taking on more work, at 86%. The figure was 80% among Gen Z and 58% among Millennials. Millennials were the most likely to report receiving additional pay or benefits, at 25%, compared with 11% of Gen Z and 9% of Gen X and Baby Boomers.

"The results describe different experiences across the workforce rather than suggesting one generation is more willing to take on additional work than another," says Kennedy. "Older respondents were more likely to report absorbing duties from several roles and receiving nothing in return, while Millennials were more likely to report some financial or benefit-related recognition. Across every age group, however, the same underlying issue remains: employees want to understand how additional responsibility connects to recognition and progression."

Avoiding the permanent dry promotion

people2people says employers can reduce the risk of temporary responsibilities becoming permanent and unrecognised by setting review dates when additional work is assigned. Managers can document whether the arrangement is temporary, define the duties being added and explain what will happen if the expanded responsibilities continue.

"Dry promotions are often not announced," says Kennedy. "They develop gradually as employees agree to one additional task, then another, until the role looks very different from the position they originally accepted. Regular role and remuneration reviews can help employers identify that shift before frustration builds."

"Where immediate financial recognition is not possible, employers should still be transparent about the reason, the timeframe and the pathway forward. Vague promises are unlikely to provide reassurance when the employee is already performing the additional work."

A warning sign for retention

The return of dry promotions may also have implications for employee engagement and retention. Employees who feel their responsibilities have increased without appropriate recognition may become less willing to take on further work or begin exploring roles that better reflect their experience.

"Employees are often willing to step up when they understand the purpose, see a development opportunity and feel their contribution is acknowledged," says Kennedy. "The challenge is ensuring that stepping up does not become an open-ended expectation with no review or recognition. The return of dry promotions is a signal for employers to review how work is being distributed, how expanded roles are being recognised and whether temporary arrangements have quietly become permanent."

www.people2people.com.au

PR Contact: Lisa Solomons | 360 PR | lisa@360pr.com.au | 0416 175 518