What I’ve learned about promotions. They are likely unsuccessful:

o With outdated, inaccurate job descriptions of the job held by the candidate, and the job to be filled.
o Without performance of the candidate evaluated (evaluation includes specifics such as goal difficulty, level of achievement of goals and job responsibilities, achievement of expectations, performance review grades, organizational (employees at all levels who have an understanding of what is needed by the individual to succeed) assessment of the individuals skills.
o Without knowing if employee is suitable for the job such as, can they accept and accomplish the responsibilities? In addition, ask, will they enjoy the duties associated with the new job, what is their level of maturity, education, leadership skills? What training and coaching is needed?
o Without some level of abilities/skills testing (does not need to be written if it can be done orally).
o If the person promoted is some manager’s “pet”. The individual will find an uncomfortable work environment that will create mistrust, conflict, and sometimes disobedience.

These “efforts” end up with creating more problems that can be destructive (e.g., poor morale, undue stress, poor/missing leadership, waste of resources, employees avoiding situation through sick days, and good employees looking for other work).

If poor management exists throughout the organization then the likelihood of any improvements in the promoting process taking place are “nil and void”. What’s my experience? Some success in changing the culture, but it didn’t happen if top management preferred expediency.

Author: maxbinkley

Creator of Leadership to the Max My experience in the military helped set the career path for me in human resources. After the military I worked for The Dow Chemical Company and left there in 1993 to venture out on my own. I purchased a small business, then a franchise then started another business in semi-retirement.

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