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Abstract: This paper examines why some high-performing employees feel overlooked and underappreciated in the workplace, despite their hard work and contributions. The authors identify several organizational factors that can lead to "invisible employees," including lack of clear performance metrics, unassertive communication styles, undervalued roles, internal politics, and work overload. To address this issue, the paper recommends that companies implement objective performance measures, encourage employees to take ownership of their visibility, support innovative initiatives, provide stretch assignments, and develop political acumen. The authors also emphasize the importance of intentional leadership in counteracting attribution bias and ensuring valuable employees feel seen and recognized. By adopting these strategies, organizations can better retain and advance their top talent, benefiting both individual careers and overall organizational success.
Hard work does not always lead to rewards or recognition in the workplace. As anyone who has put in long hours, taken on extra responsibilities, and consistently gone above and beyond their job description understands, there is no guarantee that leadership will notice their efforts. Feeling overlooked and unappreciated can be frustrating and demoralizing for high-performing employees. However, recognition is key to advancement, career satisfaction, and employee retention.
This paper aims to understand why some valuable contributors fall through the cracks and provide practical strategies organizational leaders can implement to make sure hard work does not go unrewarded.
Identifying Invisible Employees
Several organizational factors contribute to employees who exceed expectations slipping under the radar. Understanding these blind spots is the first step to remedying the problem:
Lack of clear performance metrics: Without objective ways to measure individual impact, subjective biases tend to influence who receives attention and praise (Cullen-Lester, Maupin, and Carter 2017). Performance reviews rely overly on "face time" rather than outcomes.
Unassertive communication style: Some employees do not self-promote or actively manage their reputation within the company. Quieter personalities can get overlooked (Grummell, Devine, and Lynch 2019).
Undervalued roles: Support functions and behind-the-scenes work often go unnoticed compared to client-facing or revenue-generating roles (Liu and Batt 2010).
Internal politics: Favoritism, nepotism and social networks can influence which employees are seen as high-potential even if their work is exemplary (de Haas and Haiyan 2014).
Work overload: During periods of high activity, leadership has limited time and visibility into individual efforts (Spector and Jex 1998). Accomplishments get lost in day-to-day problem-solving.
Recommendation 1: Measure What Matters
To counteract anonymity and subjectivity, organizations must implement objective metrics for assessing employee performance and contribution. Some best practices include:
Tie performance reviews and bonus incentives to quantifiable outcomes like projects delivered on time and under budget, customer satisfaction ratings, reduction in turnaround times
Ask for self-reported metrics from employees on activity levels, responsibilities assumed, new initiatives spearheaded over the review period
Conduct pulse surveys throughout the year for managers to identify unsung heroes their direct reports depend on
Industry Example: At Anthropic, an AI safety company, each employee sets quarterly OKRs (Objectives and Key Results) in consultation with their manager. Bonuses are directly tied to achievement of pre-agreed quantifiable goals rather than subjective feedback alone. This mitigates biases and gives high performers clear avenues for recognition.
Recommendation 2: Assume Visibility
Rather than expect leadership to discover their talents, valuable employees must take ownership of career management by strategically increasing their visibility. Suggested tactics include:
Volunteer for high-profile projects to demonstrate skills outside core responsibilities
Publish articles, case studies or white papers showcasing subject matter expertise for internal/external audiences
Present work updates or project post-mortems at company-wide meetings and events
Nominate self or others for awards programs that could lead to promotions
Initiate mentorship of junior team members to build reputation as a developer of talent
Industry Example: At Anthropic, employees proactively share their work through the internal staff newsletter and organize internal talks on trending topics. Those who contributed the most impactful articles or discussions are often selected for stretch assignments and leadership opportunities.
Recommendation 3: Champion Change
Another option is to tackle challenges or inefficiencies that have evaded solutions so far by taking the lead on innovative initiatives. Pitching constructive ideas shows leadership potential as well as tangible value. To champion change effectively:
Identify pain points through data analysis and stakeholder interviews
Propose tested, evidence-based solutions with clear ROI metrics
Gain buy-in from influential leaders who can help remove barriers
Pilot new approaches on a small scale before recommending organization-wide rollout
Industry Example: At Microsoft, an individual contributor implemented a software tool for automated bug tracking after manual workarounds led to lost time. It streamlined a process pain point affecting many teams, saving over $1 million annually. They were promoted for demonstrating ability to diagnose and solve complex problems.
Recommendation 4: Seek Stretch Assignments
One way to bypass politics is to gain experience in roles beyond one's functional scope or level through project-based opportunities. Temporary positions allow observation of unseen talents that could warrant career pivots or promotions. Some options are:
Joining cross-functional taskforces tackling organizational priority initiatives
Filling in temporarily for colleagues on leave to build relationships across departments
Volunteering for short-term international assignments to manage diversity of operations
Leading special committees addressing complex, first-of-their-kind challenges
Industry Example: At Procter & Gamble, a marketing manager impressed in a 3-month rotation managing global supply chain operations, gaining exposure to new problem-solving experiences. They were chosen to lead a merger integration taskforce spanning both firms.
Recommendation 5: Develop Political Acumen
Networking, relationship-building and understanding organizational politics are as crucial for career progression as technical skills. High performers should cultivate:
Mentorships with senior leaders who can advocate for opportunities
Strong working relationships across departments relied upon for cooperation
Visibility into informal coalition dynamics and the decision-making process
The art of compromise through inclusive consensus-building on proposals
Industry Example: At Anthropic, an engineer on multiple high-impact projects credits sponsorship from C-level executives who recognized potential for broader leadership roles. Their willingness to understand others' perspectives aided partnership-forming.
Overcoming Attribution Bias through Intentionality
Even with objective metrics and proactive visibility efforts, human biases like attribution bias (i.e. attributing successes to inherent abilities versus effort) persist in workplace evaluations. Leaders play a key role in ensuring valuable employees feel seen through intentional allyship. Approaches include:
Expressing appreciation publicly on company communication channels
Making nominations for prizes, promotions or project roles without prompts
Providing unprompted constructive feedback and development guidance
Advocating for underrepresented groups in decision-making bodies
Mentoring high performers from disadvantaged backgrounds into leadership pipelines
Conclusion
While recognizing that not all contributors can achieve the most senior roles, organizations lose out when hard work and talent slip through the cracks due to lack of visibility. Leadership must counteract anonymity through purposeful performance metrics, encouragement of employee ownership over reputation, and championing innovative problem-solvers. With objective assessments of outcomes and intentional advocacy, no high performer need feel their efforts were in vain or unappreciated. When companies apply these strategies, both individual careers and organizational success can thrive.
References
Cullen-Lester, K. L., Maupin, C. K., & Carter, D. R. (2017). Incorporating social networks into ethical decision-making: A conceptual model and empirical test. Journal of Business Ethics, 140(4), 777–793. https://doi.org/10.1007/s10551-016-3092-2
de Haas, M., & Haiyan, S. (2014). Does social capital promote knowledge transfer? Firm‐level evidence from China. Asia Pacific Journal of Management, 31(1), 55–78. https://doi.org/10.1007/s10490-012-9322-6
Grummell, B., Devine, D., & Lynch, K. (2019). The care‐blind state: Gender, unequal citizenship and public sector employment. Journal of Social Policy, 48(2), 311–334. https://doi.org/10.1017/S0047279418000505
Liu, S., & Batt, R. (2010). How supervisors influence performance appraisal outcomes: The role of procedural justice perceptions. Human Resource Management, 49(3), 381–403. https://doi.org/10.1002/hrm.20362
Spector, P. E., & Jex, S. M. (1998). Development of four self-report measures of job stressors and strain: Interpersonal conflict at work scale, organizational constraints scale, quantitative workload inventory, and physical symptoms inventory. Journal of Occupational Health Psychology, 3(4), 356–367. https://doi.org/10.1037/1076-8998.3.4.356
Additional Reading
Westover, J. H. (2024). Optimizing Organizations: Reinvention through People, Adapted Mindsets, and the Dynamics of Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.3
Westover, J. H. (2024). Reinventing Leadership: People-Centered Strategies for Empowering Organizational Change. HCI Academic Press. doi.org/10.70175/hclpress.2024.4
Westover, J. H. (2024). Cultivating Engagement: Mastering Inclusive Leadership, Culture Change, and Data-Informed Decision Making. HCI Academic Press. doi.org/10.70175/hclpress.2024.5
Westover, J. H. (2024). Energizing Innovation: Inspiring Peak Performance through Talent, Culture, and Growth. HCI Academic Press. doi.org/10.70175/hclpress.2024.6
Westover, J. H. (2024). Championing Performance: Aligning Organizational and Employee Trust, Purpose, and Well-Being. HCI Academic Press. doi.org/10.70175/hclpress.2024.7
Citation: Westover, J. H. (2024). Workforce Evolution: Strategies for Adapting to Changing Human Capital Needs. HCI Academic Press. doi.org/10.70175/hclpress.2024.8
Westover, J. H. (2024). Navigating Change: Keys to Organizational Agility, Innovation, and Impact. HCI Academic Press. doi.org/10.70175/hclpress.2024.11
Westover, J. H. (2024). Inspiring Purpose: Leading People and Unlocking Human Capacity in the Workplace. HCI Academic Press. doi.org/10.70175/hclpress.2024.12
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2025). When Your Contributions Go Unrecognized: Strategies for Gaining Visibility and Credibility in the Workplace. Human Capital Leadership Review, 17(2). doi.org/10.70175/hclreview.2020.17.2.1
