Deadweight in Corporate Seniority | Generated by AI

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I’ll search for information about this workplace phenomenon in large corporations.Let me search for more specific information about underperforming senior employees and workplace dynamics.Question: Do many employees in large corporations reach high positions simply by staying with the company for a long time, and then perform very little work while taking many leaves once they secure comfortable positions?

Answer:

This phenomenon does exist in large corporations, though it’s more nuanced than a simple yes or no. Research and organizational studies reveal several important points:

The Seniority System Reality

Time is the standard way of determining someone’s seniority, with employees who have been at a company longer usually given privileges over newer employees when it comes to promotions and other advantages, showing commitment and reliability. However, having a position of seniority does not mean you are more competent or qualified than other team members.

The Peter Principle and Promotion Issues

One well-documented phenomenon is the Peter Principle: In a hierarchy, every employee tends to rise to their level of incompetence, where people get promoted based on success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not necessarily translate to another. This explains why some senior employees may appear to do little work—they may not have the right skills for their positions.

The Real Problem: Low Performers Exist Across Levels

Topgrading research shows the average rate of good hires to be 25 percent, which means 75 percent of the time employers end up with employees who don’t meet their organizations’ performance needs and expectations. Additionally, workplaces with underperforming employees have 37% higher absenteeism and 60% more errors while working.

Why Companies Tolerate This

68% of survey respondents say low performers lower overall workplace morale, and 44% say low performers increase the work burden on high performers. Yet organizations often tolerate underperformers because removing them involves significant legal, HR, and practical complexities. Additionally, many long-tenure employees have accumulated institutional knowledge that companies fear losing.

The Performance vs. Seniority Debate

While seniority can be one of many reasons for getting promoted, performance, skills, high potential for growth, and cultural fit are also crucial factors. The problem arises when companies prioritize tenure over actual performance in promotions.

The Bottom Line

Yes, this situation occurs, but it’s not as common as it might seem. Many organizations are actively working to change these dynamics by emphasizing performance-based advancement rather than pure seniority. However, older employees do often enjoy greater job security and flexibility, which can sometimes appear as “doing less work” while maintaining their positions.

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