You know what this looks like: workers who are hitting a home run every day yet are unable to move up the corporate ladder in a way that their success warrants. In fact, they seem to be stuck in that same place for a long period of time. This is known as the competence trap, which is the notion that a person’s competence and success hold them back rather than propel them forward.
So, what does this look like? It looks like a person has become a “can’t live without them” type in their current role, and that they are so competent and reliable that nobody wants to replace them. It’s actually better for the organization to keep them in that role and not promote them than to replace them in that role.
They may be asked to train others who will eventually be moving into that role; in some cases, that’s a way they know there’s no room for them to move up into a promotion. It’s a paradox: a person’s excellence leads to stability, yet it does not lead to upward movement within that organization. It’s a competence trap, a paradox that’s been studied, and a system that’s inefficient in what it does.
These situations develop because of how promotions are looked at. Employees are very often promoted to roles where they do not perform as well because the required skills are different, as the Peter Principle suggests. Managers may hesitate to promote top performers as a result if they believe that those employees are better suited to their current roles (arXiv).
This can lead to a preference for maintaining current performance levels rather than taking additional risks with role changes. Asking employees to train replacements in some cases reinforces the idea that their current role is where they are expected to remain (Medium). Employees who experience this often report a feeling of being stuck in their careers. They may not receive recognition in the form of promotions or salary increases, despite consistent effort and results. This can lead to frustration and reduced job satisfaction over time. The lack of progress may create a sense that their work is not fully valued, even though they still perform at a high level (Medium).
There is also a psychological impact that is associated with this situation. If high performance is maintained without clear opportunities to advance in sight can create stress and pressure. Continuous demands without rewards to match can have an effect on mental well-being and increase the risk of burnout, as indicated by studies on workplace stress (ScienceDirect). Employees probably begin to feel that their efforts are not leading to meaningful outcomes, which can reduce motivation levels. This environment may also affect how employees see themselves in some cases. High expectations can lead to feelings similar to the Impostor Phenomenon, where individuals doubt their own abilities despite clear evidence of competence, as seen in research on early career professionals (ScienceDirect). These feelings can become stronger when employees are not recognized or promoted, which makes them question their own value in the workplace.
The idea of being asked to train a replacement can also heighten such feelings. It can mean that their job is merely to maintain the status quo today, for many workers, as opposed to building towards a better tomorrow (Medium). This can mean that their contributions do not open doors to future opportunities, which can reduce their engagement and dedication to their job over time (Medium). This emotional response shows us how recognition and growth are also related to motivation. Being asked to maintain such high levels of performance, on the other hand, also adds to the overall stress factor. Studies show that being subjected to constant pressures to perform and improve can become stressful if there are limited opportunities for growth and development (ScienceDirect). This is a setup in which an employee is expected to maintain an excellent standard without reaping the usual benefits. It is clear that the competence trap is a phenomenon in which being excellent at a job does not automatically mean being rewarded with growth opportunities. It can mean being in the same job for long periods of time, which affects an employee’s motivation as well as their overall well-being. This is an important concept to understand if an organization wants to effectively manage its talent pool, as well as an employee looking to effectively manage their own career path.