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.
Two mistakes to avoid
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:
Searching outside what is already inside
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.
Get carried away by bias or emotions
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.