Monday, 6 january 2020 | Brenda Rodríguez
This time of the year invites reflection on what your expectations for this new year are. Sometimes, these are based on career aspirations. Every worker expects that their performance and efforts will be valued and remunerated fairly. In an ideal job, dedication and perseverance is rewarded with a promotion or a salary increase, but in real life this is not be always the case. Generally, when analyzing this situation, we focus on the behavior and attitude of the professionals who aspire to a position, but what about the person who is responsible for promoting employees? How can they exercise that power fairly and effectively? What should they consider when promoting someone? How and when should they do it?
As we have mentioned on other articles, an economic remuneration which is proportional to the work that is performed is always essential, but not sufficient. Hence, the success of the concept of emotional salary: an alternative compensation that serves as an incentive and that may be put into practice through benefits such as providing work-life balance, training plans, flexibility, teleworking, days off and recognition.
It is precisely this last factor, work recognition, which is of utmost importance. The lack of recognition generates dissatisfaction, demotivation, mistrust, loss of self-esteem, lack of empathy and even the creation and proliferation of conflicts among workers. A simple change in perspective on the leadership style may prevent this kind of reactions from happening. Indeed, good results can be rewarded with monetary incentives, but also with gestures, for example, with public recognition. Nonetheless, one of the most significant incentives that employees may have is the real possibility of growing within the company. The promotion of employees contributes to an increase in job satisfaction, productivity and employee retention.
Large companies often turn to HR departments or specialized consulting firms when recruiting or promoting talent. However, on many occasions, this task falls to managers, middle-managers or small entrepreneurs. In that case, the people who are in charge of making this decision should try to avoid these mistakes:
Filling a vacancy with an external professional may be a sign that a company is not focusing its attention on promoting internal talent. Many times, organizations try to find outside what they already have inside. Given this situation, the ideal behavior of an organization is to offer the vacancy to the company's employees first. That way, managers can discover which employees are interested in taking on new challenges and developing their careers. Otherwise, they run the risk of these professionals eventually leaving the company. This decision offers three advantages. First, the company knows both the career paths and experience of the candidates and these professionals know what the company wants and how it works. Second, the company saves energy, money and time, since it does not need to carry out a complex selection process. Finally, employees get the message that they can grow within the company.
When making a decision like this, it is important to consider what factors might influence the ability to discern. For example, a frequent bias is choosing someone who resembles oneself. This is something that may involuntarily lead to discriminatory practices. In addition, the fact that a professional is the one who best performs a job does not mean that it is the right person for a position of responsibility. The best sellers are not always the best sales managers.
Seniority and merits have weight, but there are also other criteria that should be taken into consideration:
Commitment is not measured with words, but with dedication and will. An employee may seem to meet all the requirements to occupy a position of responsibility at first, but managers need to ask themselves one question: Is he/she the right person to occupy this position? One of the great advantages of promoting internal professionals is that organizations know employees and, as long as they have carried out a good job, they know what their qualities are: Do they work well in teams? Do they deal well with difficult situations? Are they indiscreet? Are they reliable? Do they have opportunistic behaviors? It is also important for the companies to consider if these employees really want to accept a position of greater responsibility.
Occupying a position of responsibility means more than following orders. Proactive employees are those who try to improve processes, develop their own strategies, provide new ideas and offer no resistance to change.
Promotions are a way of recognition. The promoted employees will be taken as an example, consequently, their qualities will be praised. Similarly, their soft skills will have a great influence on their relationship with the rest of employees. Therefore, it is advisable to assess virtues such as empathy, good communication, critical thinking, flexibility, transparency, creativity, etc.
It is possible that this new position does not imply the supervision of a huge number of candidates or an excessive responsibility. However, in the eyes of the rest of the employees, it will become a reference position, so it is necessary to assess the leadership skills of the employee who is going to be promoted.
The CEU IAM Business School offers an Executive Development Program (EDP) which has been designed to offer the tools, knowledge and skills needed for those professionals who want to boost their careers in business management. Are you interested? Contact us!