Non-Promotable Tasks: How They Hold Women Back

The Hidden Cost of NPTs: Why Workload Doesn't Always Lead to Progression

In every workplace, there is the work that drives promotions, pay raises, and leadership opportunities, and then there is the work that keeps everything running. Both are necessary, but only one is more likely to be actively rewarded. The difference lies in organisational currency, what is valued in performance reviews and promotion decisions.

While promotable tasks build influence and career capital, non-promotable tasks (NPTs), such as taking meeting notes, organising events, mentoring, emotional labour or managing team logistics, often (though not always) fall on women without formal recognition or tangible career benefit. These tasks are essential for organisational functioning but rarely contribute to career progression.

The concept of non-promotable tasks was formally introduced by academics Linda Babcock, Lise Vesterlund, Laurie Weingart, and Brenda Peyser, who started studying this topic over a decade ago. These researchers come from varied backgrounds, including economics and behavioural science, and their book The No Club (2022) examines how women are disproportionately assigned tasks that do not contribute to career advancement.

The World Economic Forum has published research on what they call 'gender disparities in task allocation and career progression'. Their findings highlight similar points to the broader body of research which unequivocally sees that women take on more 'good organisational citizen' work than their male colleagues.

A task is non-promotable when it:

Benefits the organisation but not the individual's career.

Does not contribute to performance metrics tied to promotions or pay raises.

Is typically undervalued in formal reviews, e.g., administrative or logistical work, diversity and inclusion initiatives, or committee participation.

The nature of NPTs varies by industry:

Corporate & Public Sector: Handling office logistics, organising meetings, social events, mentoring junior staff.

Academia: Serving on committees, advising students, reviewing papers.

Law & Consulting: Internal governance work, coordinating team schedules, and firm-wide training initiatives.

Why Are Women Doing More Non-Promotable Work?

Women Are Asked More Often, And Say Yes More Frequently

Research consistently shows that women are not just taking on non-promotable tasks by choice, they are actively being asked to do so more often than men. Managers are 50% more likely to request women to handle tasks like note-taking, organising events, or mentoring, even when those responsibilities fall outside their job descriptions. When asked, women are 50% more likely to say yes, not because they want to, but when queried, it is likely to be because of workplace expectations and the perceived consequences of saying no.

A study of consulting firms revealed that women spend an average of 200 more hours per year on non-promotable tasks than their male colleagues, equivalent to an entire month of additional work that does not contribute to promotions or career progression. Junior women, in particular, suffer from this imbalance, working 250 fewer hours per year on promotable tasks than their male counterparts, making it harder for them to gain visibility and advance.

Workplace Norms and Social Expectations Reinforce the Cycle

Beyond direct requests from managers, social expectations play a significant role in why women take on more non-promotable work. Women are often seen as the "team players" of the workplace, expected to prioritise group harmony over individual career gain. Tasks that require collaboration, support, and administration are often viewed as a natural extension of women's roles, making them the default choice for these responsibilities.

This expectation creates a self-reinforcing cycle. Women, anticipating these tasks will fall to them regardless, often step up voluntarily even when not explicitly assigned. When this happens repeatedly, it normalises the idea that non-promotable work is "women's work," reducing the likelihood that men will be asked or expected to contribute.

At the same time, women face a much narrower range of acceptable workplace behaviours. While men can decline non-promotable tasks without consequence, women who refuse often face subtle but real professional backlash. A man who turns down a meeting coordination task may be seen as focusing on higher-value work, while a woman who does the same may be perceived as uncooperative, difficult, or not a team player. This creates a difficult choice, accept the task and stall career progression or refuse and risk reputational harm.

The Competence Penalty, Being Good at It Means You Get More of It

Even when women take on non-promotable tasks, they are rarely recognised or rewarded for them. Instead, they become the default person for these tasks in the future. If a woman is particularly good at organising meetings or mentoring junior colleagues, managers and peers will continue to turn to her because it is seen as her "strength," rather than ensuring that these responsibilities are fairly distributed.

This creates a competence penalty, the better a woman is at handling these necessary but undervalued tasks, the more likely she is to be asked to do them again. Meanwhile, her male colleagues, who have fewer non-promotable responsibilities, are free to take on high-visibility, career-advancing work. Over time, this division of labour becomes entrenched, slowing women's career progression while accelerating men's.

Saying No Isn't As Simple As It Sounds

One common argument against addressing the NPT burden is that women should simply say no. However, research suggests that it is not that straightforward. Women are socially conditioned to feel responsible for the well-being of their teams, making it psychologically harder to refuse these tasks. There is also an emotional cost, women who say no often feel guilty or anxious about how they will be perceived.

Studies also show that when women decline non-promotable tasks, they face real professional penalties. They may be overlooked for leadership roles because they are seen as less cooperative or subtly excluded from decision-making spaces. Men, on the other hand, are rarely penalised for prioritising their career-advancing work.

For real change to happen, the responsibility cannot fall solely on women to push back against these tasks. Workplaces need to actively track who is doing non-promotable work, ensure fair distribution, and create an environment where declining these tasks is not seen as a lack of commitment but as a reasonable career decision.

So the System Must Change, But How Do We Stop Saying Yes?

Key Tips to "Stop Me From Volunteering"

Babcock, L., Vesterlund, L., Weingart, L., & Peyser, B. (The No Club: Putting a Stop to Women's Dead-End Work, 2022)

Step 1: Get the Information First

Before agreeing to a task, ask what it involves, how long it will take, and how it fits with your promotable work.

Buy yourself time instead of instinctively saying yes, schedule a follow-up to consider the request properly.

Step 2: Consider Who is Asking

Saying no depends on organisational culture and who is making the request.

Declining an NPT may carry social or professional risks, especially in hierarchical workplaces.

Step 3: Avoid the Automatic Yes

Many women say yes due to internalised workplace expectations.

Imposing a waiting period before responding helps avoid making a pressured decision.

Step 4: Don't Underestimate the Cost

NPTs take more time than expected, one rule of thumb is to multiply your time estimate by four.

Accepting an NPT often means sacrificing other, more valuable work.

Step 5: Think About the Future You

Commitments made months in advance seem manageable, but when the time comes, they may be overwhelming.

A useful trick is to imagine the task is due tomorrow, would you still agree?

Step 6: Identify Your Triggers for Saying Yes

Reflect on why you feel compelled to accept NPTs, whether due to habit, guilt, or workplace norms.

Consider what saying no would have meant in past situations to recognise unnecessary self-imposed obligations.

Step 7: Use the "Yes, No, Yes" Strategy

Yes: Acknowledge your own needs and priorities.

No: Decline clearly but briefly, without over-explaining.

Yes: Offer an alternative solution without shifting the burden to others who are already overburdened.

Frequently asked questions