Dear HR member and Seniors,
I look forward for one help and suggestion.
We are company of 20-25 employees. Half of them are newly recruited and we are planning to promote 5 employee out of old employee.
Now dilemma is: one old employeeis also asking for promotion. that employee is an assets of the company. If not promoted, that employee will not be satisfied and thereafter, performance may got hampered. Whereas if promoted, it will not match the criteria of promotion.
Need help for next step.. Please suggest..
Thankx and regards
Niran.
From Nepal
I look forward for one help and suggestion.
We are company of 20-25 employees. Half of them are newly recruited and we are planning to promote 5 employee out of old employee.
Now dilemma is: one old employeeis also asking for promotion. that employee is an assets of the company. If not promoted, that employee will not be satisfied and thereafter, performance may got hampered. Whereas if promoted, it will not match the criteria of promotion.
Need help for next step.. Please suggest..
Thankx and regards
Niran.
From Nepal
One side you are telling he/she is an asset of the company and on other side side he/she does not match the eligibility criterion. What are the criterion of your company for promotion? Rules are flexible and you can create a new position for the deserved in case of insufficient educational qualifications.
Pon
From India, Lucknow
604Pon
From India, Lucknow
Thank you Pon for helping me to clarify more.
The eligibility for promotion is based on performance. That employee is performing upto the mark in the designation he has been given/working.
Here, the case is if that employee promoted to next level, new designation and current performance will nott match. Similarly, if not promoted, that employee is takng as ego issue since other employee of same level and same DOJ are being promoted.
we are worried whether making changes in designation may hamper the system and also if no changes being made in this employee in aspect of designation may hamper the belonginess and performance of employee.
So please suggest and let me know if needed any information.
Thanks and regards
Niran
From Nepal
The eligibility for promotion is based on performance. That employee is performing upto the mark in the designation he has been given/working.
Here, the case is if that employee promoted to next level, new designation and current performance will nott match. Similarly, if not promoted, that employee is takng as ego issue since other employee of same level and same DOJ are being promoted.
we are worried whether making changes in designation may hamper the system and also if no changes being made in this employee in aspect of designation may hamper the belonginess and performance of employee.
So please suggest and let me know if needed any information.
Thanks and regards
Niran
From Nepal
Dear Niran,
You said your team size is of 20-25 employees & I am sure you want your company to grow by leaps and bounds.
This particular case, where 6 employees are involved but the decision which you'll be taking is going to set precedent for others and a wrong your decision may haunt you in future.
If you really looking for the growth of your organization, you should stick to your company policies and criteria for promotion, thereby sending right signals to other employees in your company. It will also help to maintain the healthy atmosphere in your company.
I also hope your 'asset of the company' will appreciate and see you and your decision with respect and his/her performance will not go down if he/she is a person with wise head on shoulder.
Regards,
Amit Lingayat
To visit "Maverick's HR Euphoria"-my HR blog, refer my profile.
From India, Mumbai
You said your team size is of 20-25 employees & I am sure you want your company to grow by leaps and bounds.
This particular case, where 6 employees are involved but the decision which you'll be taking is going to set precedent for others and a wrong your decision may haunt you in future.
If you really looking for the growth of your organization, you should stick to your company policies and criteria for promotion, thereby sending right signals to other employees in your company. It will also help to maintain the healthy atmosphere in your company.
I also hope your 'asset of the company' will appreciate and see you and your decision with respect and his/her performance will not go down if he/she is a person with wise head on shoulder.
Regards,
Amit Lingayat
To visit "Maverick's HR Euphoria"-my HR blog, refer my profile.
From India, Mumbai
Dear Mr. NIRAN,
Perhaps you had missed one of the major factor for employee retention 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 an HR, you should be knowing 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 promoted to next level, new designation and current performance will nott match.".
B) Also, how can you underestimate his future performance negatively, when he had succeed in his current role.
Why don't you believe in "THINKING OUT OF THE BOX". When an employee is ready to take risk for delivering more than required, management should take 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, else its very difficult to meet business objectives.
"TAKE CARE OF YOUR EMPLOYEES AND THEY WILL TAKE CARE OF YOUR ORGANISATION"
Please try to decode this "ARE, ORGANISATIONS TRYING TO SURVIVE or EXCEL/SUCCEED ON A MAJOR SCALE".
With profound regards
From India, Chennai
Perhaps you had missed one of the major factor for employee retention 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 an HR, you should be knowing 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 promoted to next level, new designation and current performance will nott match.".
B) Also, how can you underestimate his future performance negatively, when he had succeed in his current role.
Why don't you believe in "THINKING OUT OF THE BOX". When an employee is ready to take risk for delivering more than required, management should take 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, else its very difficult to meet business objectives.
"TAKE CARE OF YOUR EMPLOYEES AND THEY WILL TAKE CARE OF YOUR ORGANISATION"
Please try to decode this "ARE, ORGANISATIONS TRYING TO SURVIVE or EXCEL/SUCCEED ON A MAJOR SCALE".
With profound regards
From India, Chennai
Dear Niran,
I ca'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 peform in the new role without getting promoted. How do you decide how the employee is an asset? Is he indispensabl? 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 grapewine, the organisation promoted him. Similarly, a c company was trying to recruit a new guy; the guy bargainined for a senior title and in the end the company created a new post and offered him the position.
Hence, what you do depends upon how badly you need his services and what opportunities he has if he quits.
Have anice day.
Simhan
From United Kingdom
I ca'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 peform in the new role without getting promoted. How do you decide how the employee is an asset? Is he indispensabl? 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 grapewine, the organisation promoted him. Similarly, a c company was trying to recruit a new guy; the guy bargainined for a senior title and in the end the company created a new post and offered him the position.
Hence, what you do depends upon how badly you need his services and what opportunities he has if he quits.
Have anice day.
Simhan
From United Kingdom
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