The Hidden Workload Crisis: Evolving job scope and employee expectations

Evolving job scope has become one of the most defining shifts in today’s workplaces. As roles adapt faster than organisations can recalibrate them, employees are increasingly finding themselves performing duties that stretch far beyond their original remit. This evolution isn’t always negative; in many cases, it reflects natural capability growth, a changing skills landscape, and the rising need for agility. But when expanded responsibilities remain unacknowledged or unstructured, the line between development and unseen workload becomes blurred.

Across industries, the accelerating pace of change has reshaped expectations on both sides of the employment relationship. Skills that once had long shelf lives now require far more frequent updating, and emerging technologies continue to alter job scope in ways that are not yet fully captured by role design or remuneration systems. This gap between contribution and recognition can create tension, particularly where employees feel their extra effort is absorbed into the system without any visible change. It is this dynamic that sits at the heart of evolving job scope and employee expectations, also known as ghost growth.

At its core, this trend is driven by a simple mismatch: roles change quickly, while organisational processes often move slowly. When capability expands but frameworks do not, development becomes invisible. And unless organisations intentionally recognise and recalibrate this growth, engagement, trust, and performance can all be affected.

“Ghost growth happens when a person’s role grows faster than the system that recognises it.”

On a recent NZ Market Update, Host Shannon Barlow, NZ Managing Director, was joined by Guest Peter Keegan, People and Capability Manager at Waitaki District Council, to explore how ghost growth shows up in workplaces and why it has become more visible in recent years. Keegan noted that the phrase itself is relatively new, saying, “I don’t think that ghost growth is new… what is new is that we finally have a name for it.” As with other modern workplace terms, language creates visibility. Once something is named, people can see it, discuss it, and respond to it.

Keegan emphasised that ghost growth often begins with good intentions. “It might start as a short-term stretch— a chance to step up or to fill a gap,” he explained. In many cases, employees volunteer to help, explore new tools, or support colleagues during busy periods. This is especially relevant today as teams adopt AI and digital tools at pace. But the shift becomes problematic when that temporary stretch quietly becomes the norm. As he described it, “Over time, that contribution becomes expected… it’s no longer seen as extra effort, but simply part of the job.”

The pace of change is a major driver behind this phenomenon. Keegan highlighted how rapidly skills now evolve, saying, “When you think back five or ten years ago, a skill that once stayed relevant for ten years—today it might only last two or three.” This constant evolution means that job descriptions, frameworks and pay structures often lag behind real work. And while not all change is negative—some of it represents healthy growth—Keegan noted that “even natural skill evolution still needs to be recognised and managed, because when that growth is ignored, people feel undervalued.”

When organisations fail to address ghost growth, the long-term impact can be significant. Keegan described how high performers, who often carry the most invisible work, are also the first to disengage: “When growth goes unseen, that’s when trust starts to fade and people begin to believe that effort doesn’t lead to recognition.” This erosion of trust can silently damage culture and performance. Beyond the cultural cost, Keegan emphasised the practical business impact, explaining that when someone leaves due to sustained misalignment, “you lose more than just a staff member. You lose their tacit knowledge… replacing that experience takes time, training, and it can be costly.”

One of the most striking ideas raised in the conversation was the concept of “growth theatre,” borrowed from the article that inspired the discussion. Keegan expanded on this by saying many organisations “look busy evolving, and yet their people are standing still beneath the surface.” Invisible work creates the illusion of progress while masking the reality that employees may feel stuck, overloaded, or unrecognised. It is a reminder that healthy development requires structures and conversations—not just extra responsibility.

For employees who recognise themselves in this situation, Keegan encourages beginning with a development lens instead of a remuneration lens: “Start with the development conversation rather than one about pay or your job title.” He suggests bringing clear examples of achievements, new responsibilities, and skills gained. Doing so demonstrates ownership and sets the foundation for a constructive discussion. From there, employees can ask the critical clarifying question: “Is this extra responsibility part of a short-term stretch or a permanent shift?”

For employers, visibility is the essential first step. Leaders should examine where roles have expanded informally and determine whether that expansion is temporary or permanent. Keegan noted the importance of modernising systems to keep pace with work: “Job descriptions, capability frameworks and pay structures need to evolve—they can’t be set and forgotten.” He also highlighted that genuine progress relies on meaningful dialogue, explaining that “real progress happens when employees and people leaders talk openly about workload, development and expectations.”

Handled well, ghost growth can actually be an opportunity. It can highlight capability, shape succession planning, and strengthen engagement. As Keegan expressed, “Modern organisations see roles as living systems that change as people grow… when that happens, growth becomes sustainable—not invisible.”

What practical steps can organisations take to address evolving job scope?

• Review role scope regularly to identify expanded responsibilities that may have become embedded without formal recognition.
  
  
• Help employees articulate their contribution by encouraging development-focused conversations that focus on skills, achievements, and clarity of expectations.
  
  
• Reassess job descriptions, capability frameworks, and remuneration structures to ensure they reflect the real work being done.
  
  
• Strengthen pathways for progression so that evolving contribution is connected to visible career development, rather than absorbed into workload.
  
  
• Prioritise wellbeing by monitoring workload pressures that arise when hidden responsibilities compound over time.
  
  
• Commit to transparent communication that links growth, recognition, and expectations, ensuring employees understand how their contributions are seen and valued.