Empty gestures

Career growth is supposed to feel empowering. But for workers experiencing ‘ghost growth’, it feels like an illusion

EVER THOUGHT YOU were about to get a sweet promotion, only for it to be kicked down the road two weeks, and then another two weeks, and then another, even as you do all the ‘right’ things — taking on additional work, mentoring others, networking, etc.?

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Well, you might have been the victim of ‘ghost growth’ or ‘growth theatre’ — and you’re definitely not alone.

A recent report from MyPerfectResume found that 65 per cent of employees say they have experienced ghost growth, which it defines as “advancement in name only.” Employees are developing, adding new skills and responsibilities, but aren’t getting rewarded for it, the report suggests. Two thirds said their employer engages in this deliberately, while 49 per cent say their company is trying to mask this with “superficial opportunities.”

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In an environment where the economic data suggests that employers are feeling paralyzed when it comes to investing in employee growth and advancement, HR experts see the prevalence of ghost growth as a particularly negative factor for employee morale.

“That demotivates employees, and they’re like, ‘Maybe I should look into another job. Maybe I should ask around and see what is happening. Maybe there is a problem with me,’” says University of Alberta management professor Sara Mahabadi.

“Companies are being asked to do more with less,” Ontario career coach Michelle Schafer told The Globe and Mail. “They give people more responsibility but do not have the financial means to compensate them for the extra work. They offer these opportunities under the guise of career development, and may not have any intention of making the added responsibilities official in any way.”

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But the risk for employers engaging in growth theatre is growing, warns MyPerfectResume’s Jasmine Escalera. The impact of the ‘quiet quitting’ trend from a few years back means more employees are clear-eyed about the deal being made in any job: money for work; an increase in one should pair with an increase in the other.

“It can’t just be, ‘Here’s a bunch of work we want you to do,’ and a pat on the back” she said. “Employees know what the deal is now. They understand completely that this is just a form of appeasement to keep them around, and it’s not satisfying their needs.” Kieran Delamont