Hi All.
My name is Melanya. I’m not a HR personnel by profession. However, I would like to share to you all something which my company has been “practicing” on promotion. So, I’d like to have your comments pertaining to this.
Each year, promotions are done, I would say widely. The worse thing is that you’ll be able to see nearly the same staff being promoted on a yearly basis – if not yearly, every 2 years. Promotions are quite rapid especially on the Manager level below. I learnt that there are some who would ask for a promotion from their immediate superior. Whether really deserving or not, these immediate superiors will fight like hell for their staff to be promoted. Some will even go straight to the upper management for immediate approval/endorsement.
My question is that:
1) What is really the best way to curb the above practice?
2) Is it best to have a policy where each staff is to remain in their current position/grade for at least 3 years before any due for promotion?
3) Can we also impose promotions to be exercised only after a minimum 1 year in service with the company?
Thanks.
:?: Mell
From Malaysia, Cheras
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My name is Melanya. I’m not a HR personnel by profession. However, I would like to share to you all something which my company has been “practicing” on promotion. So, I’d like to have your comments pertaining to this.
Each year, promotions are done, I would say widely. The worse thing is that you’ll be able to see nearly the same staff being promoted on a yearly basis – if not yearly, every 2 years. Promotions are quite rapid especially on the Manager level below. I learnt that there are some who would ask for a promotion from their immediate superior. Whether really deserving or not, these immediate superiors will fight like hell for their staff to be promoted. Some will even go straight to the upper management for immediate approval/endorsement.
My question is that:
1) What is really the best way to curb the above practice?
2) Is it best to have a policy where each staff is to remain in their current position/grade for at least 3 years before any due for promotion?
3) Can we also impose promotions to be exercised only after a minimum 1 year in service with the company?
Thanks.
:?: Mell
From Malaysia, Cheras
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Dear Mell,
Every organization must have an HR Policy. Promotion policy is a part of the HR Policy.
I think in your organization, there is no such promotion policy.
I don't think in your organization, every year, as a ritual, promotions are offered to someone near and dear to the men who matters.
Promotion is given with higher responsibility, higher accountability, and correspondingly higher financial and other benefits, to fill the HR requirements.
All cannot be given promotion in any organization since there are not many avenues at the top.
The promotion policy, as suggested by you, can prescribe a minimum qualifying service of three years or so in the present cadre/position before giving promotion.
Even one year of service in the organization can be implemented.
To curb the problems, promotions can be made with a mix of seniority and merit. Merit should be based on performance in the present post and potential (ability to perform) in the promoted post and not based on the recommendations of the superiors.
Best wishes.
From India, Madras
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78Every organization must have an HR Policy. Promotion policy is a part of the HR Policy.
I think in your organization, there is no such promotion policy.
I don't think in your organization, every year, as a ritual, promotions are offered to someone near and dear to the men who matters.
Promotion is given with higher responsibility, higher accountability, and correspondingly higher financial and other benefits, to fill the HR requirements.
All cannot be given promotion in any organization since there are not many avenues at the top.
The promotion policy, as suggested by you, can prescribe a minimum qualifying service of three years or so in the present cadre/position before giving promotion.
Even one year of service in the organization can be implemented.
To curb the problems, promotions can be made with a mix of seniority and merit. Merit should be based on performance in the present post and potential (ability to perform) in the promoted post and not based on the recommendations of the superiors.
Best wishes.
From India, Madras
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First of all, one must understand that promotion is not the right of an employee. Promotion is a reward for an employee's capabilities and performance. In government organizations, promotions are based on seniority, whereas in private companies, they are based on performance.
Not every promotion results in monetary benefits. There are promotions that do not come with financial gains for employees, which should be seen as a policy to boost employee morale and serve as a motivational tool.
To prevent disputes over promotion practices, companies must establish clear policies. For employees who perform well, a good annual increment system should be in place, with different grades and percentages of increment based on performance levels to avoid unfairness.
Furthermore, promotions should be treated as a separate and independent issue based on the qualifications and experience required to be promoted to a senior position. These benchmarks should align with market practices. Promoting a junior employee with only 2 to 3 years of experience to a Managerial or Deputy Managerial level should be avoided, as it may occur in some small companies.
I hope this provides sufficient information.
Partha
From Saudi Arabia
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Not every promotion results in monetary benefits. There are promotions that do not come with financial gains for employees, which should be seen as a policy to boost employee morale and serve as a motivational tool.
To prevent disputes over promotion practices, companies must establish clear policies. For employees who perform well, a good annual increment system should be in place, with different grades and percentages of increment based on performance levels to avoid unfairness.
Furthermore, promotions should be treated as a separate and independent issue based on the qualifications and experience required to be promoted to a senior position. These benchmarks should align with market practices. Promoting a junior employee with only 2 to 3 years of experience to a Managerial or Deputy Managerial level should be avoided, as it may occur in some small companies.
I hope this provides sufficient information.
Partha
From Saudi Arabia
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The best promotion policy I have seen in an MNC was as follows. I'm just putting down the main points here:
1) Any employee is eligible to apply for a promotion right after joining the company.
2) The employee has to speak to his immediate supervisor and HR about the same.
3) The supervisor will then come up with a set of additional responsibilities and give it to the employee. They are kind of KRAs.
4) For the next six months, the employee has to work on those KRAs / additional responsibilities.
5) At the end of the 6-month period, the employee is evaluated objectively.
6) If he's been able to fulfill all KRAs well, he is granted a promotion. If not, then he's asked to prepare again. He cannot apply for the next 6 months (so that he prepares well).
At all times, HR is involved in the process to ensure there is no bias.
From India, Mumbai
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1) Any employee is eligible to apply for a promotion right after joining the company.
2) The employee has to speak to his immediate supervisor and HR about the same.
3) The supervisor will then come up with a set of additional responsibilities and give it to the employee. They are kind of KRAs.
4) For the next six months, the employee has to work on those KRAs / additional responsibilities.
5) At the end of the 6-month period, the employee is evaluated objectively.
6) If he's been able to fulfill all KRAs well, he is granted a promotion. If not, then he's asked to prepare again. He cannot apply for the next 6 months (so that he prepares well).
At all times, HR is involved in the process to ensure there is no bias.
From India, Mumbai
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