In offices up and down the UK, a familiar debate bubbles quietly between HR, line managers, and the people doing the work: should promotions be based on how long someone’s been around—or how well they’re actually doing the job?
At Proximity Recruitment, we see the aftershocks of this decision every day. Talented professionals move on because recognition never came. Long-serving employees are promoted by default and end up managing teams they’re not equipped to lead. None of this is new, but it’s never been more urgent to get right.
Seniority: Loyalty or Lethargy?
There’s an undeniable logic to rewarding loyalty. Employees who’ve stuck around for years have often invested more than just their time—they’ve bought into the company culture, weathered ups and downs, and gained a depth of internal knowledge that’s hard to replicate. But does that always translate to leadership ability or higher-level capability?
Not necessarily.
Time served doesn’t automatically mean growth. It can, sometimes, mean stagnation. Promotions based on tenure risk rewarding comfort zones rather than ambition, and can leave more driven employees feeling boxed out—especially when they’re outperforming their longer-serving peers.
Performance: Fast-Track or Fair Game?
Promoting based on merit feels fairer. It sends a message: excellence is noticed, and rewarded—regardless of how long you’ve had your name on the email footer. For ambitious employees, this is motivating. It cultivates a culture where people push to do their best, knowing it can pay off.
But pure performance-based promotions come with their own challenges. It can create an unspoken “sink or swim” atmosphere. The quieter, steadier contributors—those who make teams function, even if they’re not shouting about it—can be overlooked. And without the right support, a high performer promoted too soon can flounder in leadership, where the skills required are completely different.
So… What Actually Works?
Most businesses need a blended approach. Tenure and performance aren’t at odds—they just need to be weighted wisely. Longevity should never be the only reason for a promotion, but it should count for something. Likewise, exceptional performance should be recognised—but not at the cost of team cohesion or long-term development.
Here’s what we’ve seen work well:
- Transparent criteria: Make it clear what’s being measured and why. Employees shouldn’t have to guess what it takes to move up.
- Regular check-ins: Annual reviews are too slow. Frequent feedback allows for course correction—and quicker recognition.
- Leadership development: Promote for potential, not just past performance. Then equip people to succeed with training, mentorship, and support.
- Hybrid frameworks: Build progression paths that factor in performance, contribution, soft skills, and time served—without letting any one area dominate.
Closing Thoughts
Promotions aren’t just about moving someone up a pay band. They signal what a company values—and who it chooses to invest in. Get that wrong, and you risk losing the very people who could help move your business forward.
At Proximity, we work with clients to not only hire the right people—but to build teams that thrive. That means thinking carefully about how growth is rewarded, and whether your internal policies reflect the kind of culture you say you want.
After all, it’s not just about who’s next in line. It’s about who’s ready—and who’s right.
