Published May 2004

Promotion process, done right, resembles hiring

Q. Our company likes to promote from within. Usually we’ve had success in following the policy, but lately we have made some mistakes. What are important steps to take, and to avoid, in promoting employees?

A. Promoting the right person into the right job at the right time should follow a process similar to hiring. Mistakes, as you have realized, can be devastating to both the employee and the company.

Typically, for many organizations the promoting process appears rather simple: reward the high-achieving employee with more responsibility and, of course, a raise in salary. Simple isn’t always effective. Here are some basic guidelines to the right, and wrong, way to promote employees:

Promoting for the wrong reasons. Among them are: “She’s one of our best, most-trusted employees.” “He’s a friend (or relative) of the CEO.” “He has outgrown his present job and needs a new one.” “She may be looking to move on,” and “we’ve got to do something to fill the job, it has been vacant too long.”

The right way begins by advertising the opening. Encourage people you think can handle the process, including being turned down, to apply. As candidates become known, listen to the “buzz” in the office that may point to the person employees think would make the best boss. They usually are right.

Promote into management based on leadership, not technical expertise. Success in one job, especially where talent and skill are apparent, does not necessarily translate into having critical management skills. Look to people who have demonstrated leadership even when in a subordinate’s role. Conduct behavioral interviews with all candidates for the position and carefully review performance reports.

Answer, “which person will fit best into this position?” This means evaluating candidates’ strengths as well as liabilities and how they apply to the open position. Two candidates may, on the basis of their resumes, be equally qualified, but only one will likely “fit” into the job to be filled by promotion.

As you would with a new hire, check references. Discreetly interview people who have worked with your final candidates. While they will rarely “trash” someone’s reputation, you can often tell the candidate’s potential by the tenor of the references’ comments.

Does your prime candidate have both the professional and social skills to succeed? Supervisors and managers often must make presentations to clients and upper management. They also must know how to motivate and inspire employees, often in differing ways. They often are called on to travel more and represent the company at professional meetings. They also are frequently invited to social gatherings involving higher management. How well do your final candidates fit into these skill sets?

Make sure the person you decide to promote wants to be promoted for the right reasons. During interviews, ask why candidates seek the promotion. It’s much like routinely asking potential employees why they want to work for your organization. Their answers will shed important light on their motivations.

Eric Zoeckler operates The Scribe, a business writing service with many Snohomish County-based clients. He also writes a column on workplace issues, which appears in The Herald on Mondays. He can be reached at 206-284-9566 or by e-mail to mrscribe@aol.com.

Back to the top/May 2004 Main Menu