It seam that the fix should be the promotion criteria and process. - use continuous promotion screening instead of well defined annual periods - use indirect

It seam that the fix should be the promotion criteria and process. - use continuous promotion screening instead of well defined annual periods - use indirect measurement instead of candidate self selling (involve manager's and colleague's feedback, but not only because introverted people merit promotions too) - measure things to be aligned with the success of the project and the company objectives - increase impression of progress and success by increasing the number of promotions (gamification) - reduce frustration and demoralizing effect by reducing the gains of promotions - make the criteria clear and objective to reduce frustration and demoralization (clear goals, clear push directions) It seam that a system based on points (or karma) might be interesting to explore. People would earn these points by different actions or indirect objective evaluations. People may loose points if efficiency or contribution quality degrades, but smooth out to absorb "life accidents" (e.g. transient health or personal social issues), to give a second chance, etc. That's what I would explore. It's not easy to align this promotion system with the benefits of the company. Not every company earn billions like google.