Australian employees are taking on
more work, broader responsibilities and, in many cases, duties that were previously spread across several people — but for most, recognition and reward have not kept pace.
New research from people2people Recruitment, based on responses from more than 1,200 people, has revealed a growing disconnect between what employees are being asked to do and what they receive in return.
Almost half (49%) of respondents said they are doing significantly more work in the same role than they were a year ago, while 69% said they are now performing duties that were previously shared among multiple employees.
Yet despite this increase in responsibility, 75% said they received nothing in return.
Only 15% received additional pay or benefits, 8% were promised recognition at a later stage, and just 2% received a new job title.
Who is feeling the workload increase the most?
The increase in workload is being felt across all generations, but older employees appear to be carrying the greatest burden.
Among Gen X and Baby Boomers, 56% said they are doing significantly more work than they were a year ago. This compares with 52% of Millennials and 38% of Gen Z employees.
The same pattern emerged when employees were asked whether they had absorbed work previously performed by several people.
79% of Gen X and Baby Boomers said they were now performing responsibilities previously shared across multiple employees, compared with 68% of Millennials and 60% of Gen Z.
As businesses continue operating with leaner teams, employees are increasingly being asked to stretch beyond the traditional boundaries of their roles.
The issue is what happens when that additional contribution becomes permanent without the recognition to match.
75% received nothing for taking on more
Across all respondents:
- 75% received nothing for taking on additional responsibilities
- 15% received additional pay or benefits
- 8% were promised recognition later
- 2% received a new title
The disconnect was even greater among Gen X and Baby Boomers, with 86% saying they received no additional recognition despite their increased workload.
This compared with 80% of Gen Z employees and 58% of Millennials.
Millennials were the group most likely to receive financial recognition, with 25% receiving extra pay or benefits, compared with 11% of Gen Z and just 9% of Gen X and Baby Boomers.
Employees are becoming less willing to accept more without more
Employees also appear to be drawing much clearer boundaries around additional responsibilities.
When asked whether they would accept extra responsibility without an immediate increase in pay:
- 67% said they would reject it
- 21% would accept it temporarily
- 13% would willingly take it on without an immediate pay increase
For employers, this is an important shift.
Employees may have been willing to absorb additional responsibilities during periods of uncertainty or organisational change, but many are no longer prepared to allow expanded duties to simply become part of the job without a conversation about recognition.
When does additional responsibility become a retention risk?
Taking on more responsibility is not necessarily negative.
It can provide employees with exposure to new areas, develop their skills and create opportunities for progression.
The problem arises when additional responsibilities become permanent while the employee's remuneration, title, career path and recognition remain unchanged.
Catherine Kennedy, NSW Managing Director at people2people Recruitment, says recognition does not have to look the same for every employee.
Different employees may value salary increases, additional benefits, flexibility, professional development or career progression differently.
What matters is that the additional contribution is formally recognised and, where future reward has been promised, employees have clarity around when that conversation will take place and how it will be reviewed.
Without that clarity, employers risk turning employees who are willing to step up into employees who feel they are simply being expected to do more for less.
What should employers be thinking about?
For employers asking people to take on responsibilities outside their original role, the research highlights several areas worth reviewing.
Recognise when a role has genuinely changed.
If additional responsibilities have become an ongoing part of someone's position, it may be time to review the role rather than continuing to treat the work as temporary.
Be clear about remuneration.
Not every increase in responsibility can result in an immediate salary increase, but avoiding the conversation altogether is likely to create frustration.
Put future promises on a timeline.
If salary, title or career progression will be reviewed later, establish when that review will happen and what needs to occur beforehand.
Understand what recognition matters to the employee.
Salary is important, but flexibility, development opportunities, additional benefits and career progression can also form part of the conversation.
Don't assume employees will continue saying yes.
With 67% saying they would reject additional responsibility without an immediate pay increase, employers should not assume employees will indefinitely absorb more work without questioning what they receive in return.
As workloads continue to evolve, the challenge for employers is not simply determining how much more employees can take on.
It is ensuring that when employees do step up, their contribution is recognised — and that increased responsibility comes with a clear conversation about what happens next.
