Indeed offers eight tips for fairer employee promotions at monday.com

Make the ladder visible before people start climbing

Indeed’s core point is simple: well-defined promotion practices can drive longevity, productivity, dedication, and a healthier workplace. That lands hard at monday.com, where employees can easily feel promotion cycles are opaque unless every team shares the same language for what strong performance looks like. In a fast-moving SaaS business, clarity is not a nice-to-have, it is the difference between people guessing at the rules and people building toward them.

For engineers, product managers, and sales teams, the practical benefit is obvious. When the next role is visible, people can line up the work they do today with the expectations they will be judged on tomorrow.

Turn “good work” into role-specific evidence

A fair promotion system does not rely on a manager’s gut feel. It translates broad praise into evidence that can be seen, repeated, and compared across people who do different jobs. That matters at monday.com because engineering, product, and sales all produce value in different ways, and a one-size-fits-all standard can quietly punish the people whose work is hardest to narrate.

The company’s own careers messaging says it is building AI-powered work products, which means the work itself is changing fast. When a company is shipping new capabilities and asking teams to move quickly, promotion criteria have to keep pace with the actual shape of the job, not last quarter’s assumptions.

Write the standard down before review season begins

One of the most useful parts of Indeed’s eight-tip framework is that it pushes managers to make promotion rules legible, not improvised. monday.com’s job listings already point in that direction, including a “clear and achievable promotion pathway” for at least some roles. That is the kind of language employees notice because it tells them the company understands the difference between ambition and a real process.

Written expectations also reduce the risk that the strongest performers are the ones who become the most frustrated. If people have to rely on verbal hints from a manager to understand how to advance, the system ends up rewarding people who are best at decoding management style, not necessarily the people doing the strongest work.

Calibrate across teams so expectations do not drift

Promotion standards tend to drift fastest in companies that are growing quickly, because each function develops its own internal norms. At monday.com, that means engineering, product, and sales can all end up with different versions of what “ready for promotion” looks like unless leaders actively compare notes. That is where fairness lives or dies, because the same accomplishment can be treated as compelling in one team and routine in another.

The broader scale of the company makes consistency more important, not less. monday.com says it has more than 250,000 customers worldwide, and in its 2025 results it reported 27% revenue growth and a 14% non-GAAP operating margin. When a company is growing at that pace, calibration is not just an HR exercise, it is part of operating the business without creating a lottery inside the org chart.

Require documentation that survives memory loss

A promotion process gets murky when it depends on what a manager happens to remember in the moment. Employees need to document impact, collect examples, and tie accomplishments to the standards that matter for the next role. That is especially important at a SaaS company where wins may be spread across launches, internal tooling, customer outcomes, and cross-functional work that is easy to overlook if nobody records it.

For managers, this is the operational upside: documented evidence makes the conversation more defensible across teams and less vulnerable to recency bias. It also gives people a shared record of how they are progressing, which is often the difference between a career conversation and a vague reassurance.

Treat promotion clarity as a retention strategy

Pew Research Center’s numbers underline why this matters so much. In its findings on workers who quit in 2021, 63% cited no opportunities for advancement, the same share that cited low pay, and 57% said they felt disrespected at work. That puts advancement transparency in the same category as compensation and dignity, which is why promotion policy is really a people strategy, not just a pay topic.

At monday.com, that connection matters for retention as the company scales. When people can see a path forward, they are more likely to stay, build institutional knowledge, and invest in the company’s product motion instead of treating the role as a temporary stop.

Make managers explain decisions, not just deliver them

Fairer promotions depend on managers who can justify decisions in plain language. Employees want to know what evidence they need to show, and managers need criteria they can defend without leaning on vague praise or personality-driven judgments. That is where the gap between corporate messaging and workplace reality usually shows up, because a company can say it values growth while still leaving managers to improvise the rules.

The real test at monday.com is whether managers can convert career talk into visible expectations. If someone hears feedback, but cannot tell what specific changes would make them promotion-ready, the process is not yet fair enough to build trust.

Match the system to a company that is still scaling fast

monday.com’s own growth story makes promotion structure even more consequential. The company said fourth-quarter 2025 revenue was $333.9 million, customers with more than $50,000 in ARR represented 41% of total ARR, and monday vibe became the fastest product to pass $1 million in ARR in the company’s history. That kind of momentum rewards speed, but speed without structure can make leveling feel random.

The investor and careers messaging point in the same direction: the company is building AI-powered work products, and its pitch is that “AI doesn’t just assist, it executes.” When the product portfolio is changing that quickly, the workforce needs rules that keep pace with the business. Otherwise, growth at the company level can coexist with confusion at the employee level.

Make the path credible enough for employees to stay and candidates to ask better questions

Glassdoor adds another layer to the story. monday.com’s profile shows 3.9 out of 5 for career opportunities, 78% would recommend working there to a friend, and its U.S. employee page shows a 4.1 out of 5 overall rating based on 132 company reviews. That is not a crisis signal, but it does suggest the promotion conversation remains important because some recent employee feedback says growth paths can feel unclear.

For current staff, that means keeping a paper trail of impact and asking for specifics instead of general encouragement. For candidates, it means asking sharper questions in interviews about leveling, feedback cadence, and how success is measured. In a company that is still scaling quickly, the promotion system is not a side issue, it is one of the clearest signs of whether monday.com is building a workplace that can keep its best people moving forward.