Appraisal
Assessing And Rewarding : Chapter 2 - Promoting Staff
Post on 12-Aug-08by JobsDB HK
Chapter 2 — Promoting Staff
Giving people new or better jobs shows that you recognize their achievements and encourages them to achieve further success. Rewarding exceptional performance also inspires colleagues to improve their contribution in the workplace.
Choosing staff for promotion
A simple, effective way to promote people focuses on two main aspects. Are they able to do the work required? Are they willing to do the work? There are four possible combinations of staff attitude and ability. The willing and able person is the only one you should consider for promotion. At the other extreme, somebody who is neither able nor willing has no place in the organization, let alone on the promotion ladder. The people in-between motivation or ability, pose the motivating an unmotivated person is far more difficult than training a willing individual to perform better. The prospect of promotion, however, may push the unwilling person into trying harder.
| Will Do - Can Do | Will Do - Can't Do | |
| The employee who shows the standard of behavior that you should always expect is a perfect candidate for promotion. | The willing employee who experience difficulties should respond positively to training and encouragement. | |
| Won't Do - Can Do | Won't Do - Can't Do | |
| The unmotivated person is in danger of losing her job unless motivation can be raised. | The incompetent employee who is unwilling to improve should obviously not be retained. |
Promoting the right people
In a traditional, hierarchical system, age comes before ability when people are selected for promotion. However, the diversity of skills aptitudes for them, means that this system is no longer appropriate. Avoid making promotions just because a person was successful in one job: they may not be suited to another. Others whose skills are more suited to the job may feel aggrieved, and the person being promoted will feel insecure. To get the best-qualified person for the job, start with an accurate job specification, and then match the skills and characteristics of the person to the job requirements. Let others know why you have chosen that particular person.
| Handling dismissals |
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- Prepare a clear and accurate job description.
- Promote the person who best fits the job description, regardless of age.
- Seek to promote an employee with a "will do - can do" attitude.
- If there were other candidates, let them know why they were unsuccessful.
- Ensure other staff members know the reasons why an employee was promoted.
- Encourage people to set their own high targets for performance.
- Dismiss only as a last resort, and never fire just to set an example.
- Be as generous as possible with all severance payments.
