Hasty Promotion Causes Trouble?

An invalid promotion will make an enterprise.

When receiving the resignation letter from Yang Yu, senior technology director, Shi Hong, human resources manager, was both surprised and regretful.

"It's all about promotion!" Shi Hong regrets repeatedly. "The company lacks a clear and open promotion standard, nor does it have a strong promotion assessment tool, which leads employees to consider unfair promotion and leave the company. Thus, the company loses a senior technician and loses too much."

Missing promotion standards

"All along, the promotion of positions above the middle management level of the company is based on the fact that

This promotion system has been implemented since the establishment of the company in 2003. It has been nearly 3 years and has not had any conflicts.

But this time when the manager of the technical department was removed from office, he was promoted to a stone.

After the manager put forward his intention to resign, the executives decided not to take the practice of external airborne, but chose to promote from inside.

Under the manager, the technology department has two senior technical directors, one is Yang Yu, who is responsible for program development, and one is responsible for developing software modules. Liu is responsible for leading a technical team to complete the tasks assigned by the technical manager.

"Simply judging from past assessment results, it is impossible to make a judgement, because the performance of these two senior technical executives has been excellent in the past two years."

In this case, Shi Hong believes that the personal advice of the manager of the technology department becomes.

Sloppy promotion decisions

To this end, Shi Hong and the departing technology department manager made a 3 hour interview to hear his suggestions and opinions on two subordinates.

The information provided by the manager of the technology department is that Yang Yu, a program development director, is very professional and gentle. Sometimes he gets along well with his subordinates. However, stubbornness often conflicts with him. He is not good at controlling his emotions and is easily excited.

Very suitable for a professional and technical personnel.

The director of research and development, Liu Zhi, is modest, gentle and introverted, and enjoys the likes of staff and other colleagues. But he lacks innovation impulse and consciousness, and is somewhat mediocre in technological innovation.

"From these information, HR is facing a difficult problem: both have advantages, but there are big deficiencies."

Shi Hong finds it difficult to make a choice. The manager of the technology department suggests that she should make a thorough investigation from 25 employees of the technology department, or find several core technicians to communicate with them and understand their tendencies.

Remind people of dreams.

According to the advice of the manager of Technology Department, Shi Hong communicated with the 8 core technicians to understand their evaluation of the two executives.

"Communication information tells me that these employees generally have a good sense of R & D director Liu Zhihuai, because he is easier to get along with."

"And," Shi Hong said, "and the important message they sent to me is that the program development director Yang Yu is a technical employee, not good at the development of the management line, more suitable for the professional route, which is consistent with the information of the technology manager."

The result of the communication strengthens the confidence of Shi Hong, who is the director of research and development.

In her proposal report to senior executives, she listed two strengths and weaknesses. "Despite this, I still have obvious bias," Shi Hong said. "This fact did affect the promotion decisions at the top level."

As a result, the company made the appointment decision: R & D director Liu's successor manager, Yang Yu, director of program development, was appointed senior program development engineer and assistant manager.

Shi Hong's original intention is to create a balance, so that two people can cooperate with the management department.

Failed promotion decisions

But then things went far beyond the expectations of Shi Hong.

First of all, some unsuspecting technicians believe that Yang Yu's technical ability is far stronger than Liu's, though his temper is slightly grumpy, but it does not affect his innovative work of leading the team.

Although Liu is very popular with his colleagues, it is almost impossible to expect him to lead the Department in making radical progress.

In addition, many employees also questioned the company's promotion criteria: why not let a skilled person get promotion opportunities?

What makes Shi Hong headache is that Yang Yu's reaction is very intense. "He told me very frankly that he really wanted to pition from the role of a professional technician to a management role. This is his career development plan."

Shi Hong said, "but I didn't realize that before.

This is clearly the biggest mistake in the promotion process. "

A month later, Yang Yu was very determined to leave the company.

Although HR has provided a lot of training and assistance to Liu, Liu has not been able to manage the technical personnel who are highly publicized by personality, especially those who have a bias even though they are not technically competent.

Less than 4 months after Liu's appointment as manager, Liu also submitted a letter of resignation.

"Ineffective promotion will make the company inefficient, and the promotion of an incompetent employee will even have a direct negative impact on the organization, and unfair promotion will also cause employees' conflict, suspicion and worry."

Shi Hong is still grim about this. "Therefore, it is very important to establish an internal promotion structured process to streamline and standardize the important criteria for promotion decisions, which is important for increasing employee loyalty and reducing employee turnover."

Five steps to make effective promotion decisions

Determine the promotion method.

There are many ways for employees, including job ladder, job adjustment, job placement and career access.

In this case, HR is the promotion of job adjustment for personnel adjustment needs.

In the face of 2 relatively suitable candidates, there is neither a clear understanding of staff management potential nor an investigation and assessment of the future direction of staff development.

Clear and open conditions for promotion.

Each position has a specific and clear job responsibility, and requirements and qualifications should be listed.

In this case, HR ignores a very important task: collecting the current position, experience and requirements of the previous level in every employee.

Accordingly, to know whether employees meet the promotion conditions and what additional training is needed if employees are not satisfied with the conditions.

When a vacant position appears, the eligible promotions can be selected from people's information.

If it is found that there is no suitable candidate in the field, external recruitment must be considered.

When making internal promotions for post adjustment, it is recommended that HR clarify and disclose internal conditions and qualifications to internal staff.

Assess candidate qualifications.

The assessment of potential candidates includes knowledge, skills and personal qualities. The assessment methods include three aspects: performance evaluation, feedback from straight line supervisors / subordinates, and information collected by HR at ordinary times.

In this case, although HR did the above two assessments, it failed to make a comprehensive assessment of the information that was usually mastered, and only promoted the decision by relying on the subjective views of others. This is obviously insufficient, and it is very difficult to be objective.

It is difficult to make a very accurate assessment based on the advice of a straight line supervisor / subordinate. Data collection by HR can be an effective supplement to formal evaluation.

Communicate with candidates.

This process is to assess potential candidates' aspirations and competency for new positions.

On the one hand, we examine the candidates' willingness to assume the new positions, and on the other hand, we directly understand the candidates' competence through communication.

This process is similar to the open recruitment process, which is indispensable.

An important reason for the failure of this case is that there is no face-to-face communication between the 2 candidates to understand their willingness to take up the new post, which makes HR's judgment of program development supervisor biased.

After the communication with candidates, HR has a more accurate grasp of job requirements and qualifications and competency of candidates, and can make a promotion decision.