Dear Pankhuri,
You are right; I need to frame a policy with all parameters mentioned to streamline the entire process. The promotion parameters were only in practice in our organization, and there was no written policy. It was a great help extended by you in clarifying all my questions. Thank you.
Dear Anuradha,
We have considered the first two parameters mentioned by you, but I am not sure how far the 3rd parameter (JD fitment) was judged by managers before recommending, even though we specify that. Your view on giving an appreciation letter with a bonus is a good idea. Thank you for your suggestions.
Dear Iyer,
I too feel that the percentage is too high for a small organization like ours where we do not even have an expansion plan. A couple of points mentioned by you were not given a thought at all, and I missed that. As you said, I need to redo an analysis after considering all factors. Thank you very much for your valuable inputs.
Dear Rajesh, thank you.
Dear Shamant,
It's nice to know that you work on designing rewards & recognition programs. In case I need any help, I will contact you. Thank you.
Thank you, everyone.
Laks.
From India, Bangalore
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1You are right; I need to frame a policy with all parameters mentioned to streamline the entire process. The promotion parameters were only in practice in our organization, and there was no written policy. It was a great help extended by you in clarifying all my questions. Thank you.
Dear Anuradha,
We have considered the first two parameters mentioned by you, but I am not sure how far the 3rd parameter (JD fitment) was judged by managers before recommending, even though we specify that. Your view on giving an appreciation letter with a bonus is a good idea. Thank you for your suggestions.
Dear Iyer,
I too feel that the percentage is too high for a small organization like ours where we do not even have an expansion plan. A couple of points mentioned by you were not given a thought at all, and I missed that. As you said, I need to redo an analysis after considering all factors. Thank you very much for your valuable inputs.
Dear Rajesh, thank you.
Dear Shamant,
It's nice to know that you work on designing rewards & recognition programs. In case I need any help, I will contact you. Thank you.
Thank you, everyone.
Laks.
From India, Bangalore
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Hello ! No there is no rule for promotion in the private organisations. You can promot each and every person or none.
From India, Surat
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From India, Surat
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Hi Laks,
20 % , 30%, & 40 % in the last three years and proposed 40 % for the current year.
Number of people : 100 plus
Would request you to further analyse the same in terms of the profiles of the staff who got promoted. Like Management Trainee – Sales got promoted as Executive/Officer – Sales etc.
Also analyse the organization structure in terms of the hierarchy if it is pyramidal structure or middle structure is more than the lower structure. This may provide the food for the thought for you and the Management.
Secondly, analyze the business of the company in terms of growth – turnover and profitability over the last three years and link it to the performances to the staff who have been promoted. Check if there is a correlation between the two.
Lastly, take a dipstick survey ( secret one) of the employees as how they perceive the company’s policy of giving the high % of promotions in the last three years and check if the perceived value of the promotions – in terms of motivation.
Hence the question which you had asked us whether it is appropriate would answered by the above analysis.
Please note that the % figures alone can often be misleading unless one reviews the whole situation in tune with ground reality.
Trust this would help you!.
Regards,
Rajat Joshi
From India, Pune
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20 % , 30%, & 40 % in the last three years and proposed 40 % for the current year.
Number of people : 100 plus
Would request you to further analyse the same in terms of the profiles of the staff who got promoted. Like Management Trainee – Sales got promoted as Executive/Officer – Sales etc.
Also analyse the organization structure in terms of the hierarchy if it is pyramidal structure or middle structure is more than the lower structure. This may provide the food for the thought for you and the Management.
Secondly, analyze the business of the company in terms of growth – turnover and profitability over the last three years and link it to the performances to the staff who have been promoted. Check if there is a correlation between the two.
Lastly, take a dipstick survey ( secret one) of the employees as how they perceive the company’s policy of giving the high % of promotions in the last three years and check if the perceived value of the promotions – in terms of motivation.
Hence the question which you had asked us whether it is appropriate would answered by the above analysis.
Please note that the % figures alone can often be misleading unless one reviews the whole situation in tune with ground reality.
Trust this would help you!.
Regards,
Rajat Joshi
From India, Pune
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There is no fixed percentage for promotions. Each year, an organization chart needs to be prepared with designations, which represent the optimum level of organization and the levels required to achieve the year's targets. This way, the levels and designations are fixed. Only vacant positions in the chart need to be filled. At each successive level, the number of vacant positions is known. Then, a search for internal candidates who can fill those vacant positions must be conducted. Several technical and psychometric tests need to be conducted, in addition to recommendations from departmental heads. Promotion is not used as an incentive for performance but for filling the vacant positions at each successive level if suitable and sufficient internal candidates are available. This is how promotions are decided in professionally managed organizations.
Incentive programs for top performers would include recognition in front of their peers. This recognition can be monetary or non-monetary. Promotions are for candidates of exceptional merit who are qualified to fill the immediately upward position that becomes vacant in the organization chart.
From India, Indore
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Incentive programs for top performers would include recognition in front of their peers. This recognition can be monetary or non-monetary. Promotions are for candidates of exceptional merit who are qualified to fill the immediately upward position that becomes vacant in the organization chart.
From India, Indore
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Employee who refused to accept promotion cannot ask at later date - SC 10.10.2014.pdf
PROMOTION LETTER.doc