Promotion pathways are breaking down

When frontline workers can’t picture a future in your organisation, they stop investing in the present.

Big ambition, short ladder

South Africa’s frontline workforce – three-quarters of all workers in the country – has long relied on the promise of upward mobility as a key motivator. In security, retail, and sanitation, many roles have limited formal promotion ladders. The route upward is often informal or unclear.

Historically, most deskless workers believed there were opportunities to advance; in 2024, 60% even said they knew exactly what steps to take to earn a promotion. Yet understanding the path isn’t the same as trusting it. A lack of appreciation and visible support erodes morale, with more than half saying they are ‘rarely’ appreciated.

A shrinking horizon

Year on year, fewer believe they have a clear road to promotions and professional growth. This rippling impact on morale and retention has spread wider, with significant increases in negative responses across the board compared to 2024.

Only 41.6% say promotion is “very possible” (vs 57.6% in 2024)
27% now say promotion is “not very possible” (up from 14.5% in 2024)

When growth feels out of reach, the best people leave – or worse, they stay and disengage. It’s not just about the availability of new roles; it’s about the visibility. Workers need clear, fair and communicated pathways for growth, even if limited.

Gender Gap

Men are more confident about promotion (45.4% “very possible”) than women (38.5%), with 1 in 3 women believing they’re unlikely to advance (vs 1 in 5 men). Unclear growth pathways risk widening this gap.

Take your cue from the top

Industry leaders are at the forefront for a reason. Here’s what they do to foster engagement in their workforce.

Short-term: Managers use quarterly development check-ins to outline specific steps employees can take to progress, even if promotions are limited. Examples of lateral moves and upskilling successes are publicised internally to make pathways visible.

Long-term: Structured progression frameworks for deskless roles are built, mapping out skills, training and timeframes needed for advancement. These are integrated into HR systems so they are transparent, consistent and applied fairly across genders and locations.

CHRO INSIGHT

If your people don’t see a way up, they’ll neglect their work and colleagues.

CHRO INSIGHT

If your people don’t see a way up, they’ll neglect their work and colleagues.

CFO INSIGHT

Disenganged staff don’t necessarily quit – they stay but make mistakes and are often absent, draining the bottom line.

CFO INSIGHT

Disenganged staff don’t necessarily quit – they stay but make mistakes and are often absent, draining the bottom line.

It’s not just about doing the job; it’s about knowing our input matters and being given room to learn and improve. That kind of support can really lift morale and performance across the team.

– Retail worker, female (25-34)

It’s not just about doing the job; it’s about knowing our input matters and being given room to learn and improve. That kind of support can really lift morale and performance across the team.

– Retail worker, female (25-34)

It’s not just about doing the job; it’s about knowing our input matters and being given room to learn and improve. That kind of support can really lift morale and performance across the team.