Dear HR members and seniors,
I am seeking help and suggestions. We are a company of 20-25 employees, with half of them being newly recruited. We are planning to promote 5 employees from the existing staff. However, we are faced with a dilemma as one of the existing employees is also seeking a promotion. This employee is a valuable asset to the company. If not promoted, their satisfaction and subsequently their performance may be adversely affected. On the other hand, promoting them may not align with the promotion criteria.
I seek guidance on the next steps to take. Please advise.
Thank you and regards,
Niran.
From Nepal
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I am seeking help and suggestions. We are a company of 20-25 employees, with half of them being newly recruited. We are planning to promote 5 employees from the existing staff. However, we are faced with a dilemma as one of the existing employees is also seeking a promotion. This employee is a valuable asset to the company. If not promoted, their satisfaction and subsequently their performance may be adversely affected. On the other hand, promoting them may not align with the promotion criteria.
I seek guidance on the next steps to take. Please advise.
Thank you and regards,
Niran.
From Nepal
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On one side, you are saying that he/she is an asset to the company, and on the other side, he/she does not meet the eligibility criteria. What are the criteria of your company for promotion? Rules are flexible, and you can create a new position for deserving individuals in case of insufficient educational qualifications.
Thank you.
From India, Lucknow
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616Thank you.
From India, Lucknow
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Thank you Pon for helping me to clarify more.
The eligibility for promotion is based on performance. That employee is performing up to the mark in the designation he has been given/working. Here, the case is if that employee is promoted to the next level, a new designation, and current performance will not match. Similarly, if not promoted, that employee is taking it as an ego issue since other employees of the same level and the same DOJ are being promoted.
We are worried whether making changes in designation may hamper the system and also if no changes are being made in this employee in terms of designation, it may affect the sense of belongingness and performance of the employee.
So please suggest and let me know if any additional information is needed. Thanks and regards, Niran.
From Nepal
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The eligibility for promotion is based on performance. That employee is performing up to the mark in the designation he has been given/working. Here, the case is if that employee is promoted to the next level, a new designation, and current performance will not match. Similarly, if not promoted, that employee is taking it as an ego issue since other employees of the same level and the same DOJ are being promoted.
We are worried whether making changes in designation may hamper the system and also if no changes are being made in this employee in terms of designation, it may affect the sense of belongingness and performance of the employee.
So please suggest and let me know if any additional information is needed. Thanks and regards, Niran.
From Nepal
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Dear Niran,
You mentioned that your team size is 20-25 employees, and I am sure you want your company to grow by leaps and bounds. In this particular case, involving 6 employees, the decision you make will set a precedent for others, and a wrong decision may haunt you in the future.
If you are truly seeking the growth of your organization, you should adhere to your company policies and promotion criteria, thereby sending the right signals to other employees in your company. This will also help maintain a healthy atmosphere in your company.
I also hope that the 'asset of the company' will appreciate and see you and your decision with respect, and their performance will not suffer if they are a person with a wise head on their shoulders.
Regards,
Amit Lingayat
To visit "Maverick's HR Euphoria" - my HR blog, please refer to my profile.
From India, Mumbai
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You mentioned that your team size is 20-25 employees, and I am sure you want your company to grow by leaps and bounds. In this particular case, involving 6 employees, the decision you make will set a precedent for others, and a wrong decision may haunt you in the future.
If you are truly seeking the growth of your organization, you should adhere to your company policies and promotion criteria, thereby sending the right signals to other employees in your company. This will also help maintain a healthy atmosphere in your company.
I also hope that the 'asset of the company' will appreciate and see you and your decision with respect, and their performance will not suffer if they are a person with a wise head on their shoulders.
Regards,
Amit Lingayat
To visit "Maverick's HR Euphoria" - my HR blog, please refer to my profile.
From India, Mumbai
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Dear Mr. NIRAN,
Perhaps you had missed one of the major factors for employee retention, which is "TALENT MANAGEMENT". You are not trying to concentrate on the same, but you are worried about the "EGO" associated with employees. If you are in HR, you should know how to enhance employee momentum (performance). This is a part of SUCCESSION PLANNING.
Would you mind answering my query -
A) What made you conclude, "Here, the case is if that employee is promoted to the next level, with a new designation, their current performance will not match."
B) Also, how can you underestimate his future performance negatively when he has succeeded in his current role?
Why don't you believe in "THINKING OUT OF THE BOX"? When an employee is ready to take risks to deliver more than required, management should take a risk in promoting him and monitor his performance over a period of time.
Study and map the skills required for promoting him to the next level, if he really deserves from "ALL THE ANGLES". Things can be worked out, and policies need to be flexible; otherwise, it's very difficult to meet business objectives.
"TAKE CARE OF YOUR EMPLOYEES, AND THEY WILL TAKE CARE OF YOUR ORGANIZATION."
Please try to decode this: "ARE ORGANIZATIONS TRYING TO SURVIVE or EXCEL/SUCCEED ON A MAJOR SCALE?"
With profound regards
From India, Chennai
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Perhaps you had missed one of the major factors for employee retention, which is "TALENT MANAGEMENT". You are not trying to concentrate on the same, but you are worried about the "EGO" associated with employees. If you are in HR, you should know how to enhance employee momentum (performance). This is a part of SUCCESSION PLANNING.
Would you mind answering my query -
A) What made you conclude, "Here, the case is if that employee is promoted to the next level, with a new designation, their current performance will not match."
B) Also, how can you underestimate his future performance negatively when he has succeeded in his current role?
Why don't you believe in "THINKING OUT OF THE BOX"? When an employee is ready to take risks to deliver more than required, management should take a risk in promoting him and monitor his performance over a period of time.
Study and map the skills required for promoting him to the next level, if he really deserves from "ALL THE ANGLES". Things can be worked out, and policies need to be flexible; otherwise, it's very difficult to meet business objectives.
"TAKE CARE OF YOUR EMPLOYEES, AND THEY WILL TAKE CARE OF YOUR ORGANIZATION."
Please try to decode this: "ARE ORGANIZATIONS TRYING TO SURVIVE or EXCEL/SUCCEED ON A MAJOR SCALE?"
With profound regards
From India, Chennai
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Dear Niran,
I can't remember who said the following, "A corporal is not a sergeant till he gets his 3 stripes," and hence, you can't judge how the individual will perform in the new role without getting promoted. How do you decide if the employee is an asset? Is he indispensable? If so, you need to retain him.
I know of a case where a person had all the information about an equipment he built only in his head and not on paper; when he sent feelers out that he was going to resign, through the grapevine, the organization promoted him. Similarly, a company was trying to recruit a new guy; the guy bargained for a senior title, and in the end, the company created a new post and offered him the position.
Hence, what you do depends on how badly you need his services and what opportunities he has if he quits.
Have a nice day.
Simhan
From United Kingdom
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I can't remember who said the following, "A corporal is not a sergeant till he gets his 3 stripes," and hence, you can't judge how the individual will perform in the new role without getting promoted. How do you decide if the employee is an asset? Is he indispensable? If so, you need to retain him.
I know of a case where a person had all the information about an equipment he built only in his head and not on paper; when he sent feelers out that he was going to resign, through the grapevine, the organization promoted him. Similarly, a company was trying to recruit a new guy; the guy bargained for a senior title, and in the end, the company created a new post and offered him the position.
Hence, what you do depends on how badly you need his services and what opportunities he has if he quits.
Have a nice day.
Simhan
From United Kingdom
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