It’s not that easy for newly-promoted employees to hit the ground running. While they may have been with the organisation for a while, so are familiar with its procedures and its people, there are new challenges to cope with, including managing colleagues and having additional responsibility.
XpertHR has just commissioned a good practice guide on promotions, which will cover the steps that employers can take to support newly-promoted employees, for example ensuring that they have the right tools for the job and offering them training on managing colleagues.
The positive effects of a successful promotion can be felt by other employees who will be motivated to do well. On the other hand, a newly-promoted employee who is given no support might become disengaged with the organisation, or experience stress if he or she is unable to cope with the additional responsibility, even though the employee may have been a top performer in his or her previous role.
In addition, the good practice guide will cover the other issues around promotions, including how employers can help managers to make decisions as to who to promote, whether to recruit internally or externally and helping employees to cope with rejection.
It would be great to hear from HR professionals who have put in place innovative and successful procedures to deal with the issues around promotions.
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Comments (2)
As the author of the best practice guide on promotions, one of the areas that I'll be keen to explore is the tension that can arise between the needs of the organisation and the aspirations of the individual. Organisations are increasingly finding that their succession plans are not robust enough to support their business in changing times. As a result, there is often pressure to promote people into roles for which they may not be best suited - or to use promotion as a way to keep those who the business doesn't want to lose, but who may have a very different skill-set from that which is required.
From the individual's perspective, there can be a lack of understanding of what is driving the promotions process, with a resulting feeling of demotivation and perceived lack of progression.
Balancing the needs of the organisation and individual is one of the key benefits that a well-designed promotions process can achieve. It would good to hear any reactions to the above, or experience you may have had balancing different needs.
Posted by Diane Gallacher | July 5, 2010 3:57 PM
Posted on July 5, 2010 15:57
Thank you Diane. This issue is discussed in Keeping top performers on the front line (subscription only), a Personnel Today article published on XpertHR. The article gives the example of a call centre, where top performing agents are swiftly moved from answering calls to managing teams. This can result in the dissatisfaction of a previously happy customer. It discusses how, in such circumstances, organisations can keep their staff motivated and customers satisfied. It suggests that promotion to management is not the only path to achieving such a balance, and that organisations should be flexible with how higher status, pay rises and autonomy can be achieved.
Posted by Bar Huberman
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July 6, 2010 9:29 AM
Posted on July 6, 2010 09:29