How would you handle a situation where two employees are competing for the same promotion?

It is important to meet both of them individually to discuss about their past achievement, aspiration and new idea implementation which they have achieved so far keeping the organization's short term and long-term goals into consideration. This individual interaction will provide interviewer an opportunity to explore their skills set required for the role and will be easy to identify the right candidate for the said role. Most important, the interview and assessing panel should be more focused towards the most appropriate questions to be asked in order to analyze the mentioned highlights by the both employees about their problem-solving skills, leadership skills, and ability to handle the new job function more efficiently.

Handle the situation by setting clear, objective criteria for the promotion and ensuring transparency in the process. Conduct thorough performance reviews, interviews, and assessments for both candidates. Communicate openly with both employees about the criteria and decision-making process. Provide constructive feedback to the employee not selected and offer development opportunities to prepare them for future promotions. Maintain fairness and document the process to avoid bias. Foster a positive workplace atmosphere by acknowledging the contributions of both employees and encouraging teamwork and professional growth. Regularly follow up to support both employees' career development.

I’ve been in that position myself. I was the natural successor in an internal competition, and other candidates applied. My CHRO (and that’s why I admire her so much) clearly stated that there was a preferred candidate who was being prepared for that opportunity. But she kept an open mind about the others, which gave her the opportunity to get to know internal talents better and add them to other succession lines. So, my advice is to be as transparent as possible – you can only create a very professional and fair employer experience for the teams. Additionally, this approach fosters a culture of open communication and trust within the organization, which is essential for long-term success.

Handling a situation where two employees are competing for the same promotion requires a fair, transparent, and well-structured approach. 1. Clarify the Promotion Criteria 2. Evaluate Performance Objectively 3. Conduct Structured Interviews 4. Seek Input from Multiple Sources 5. Assess Development and Leadership Potential 6. Provide Transparent Communication 7. Offer Constructive Feedback 8. Offer Development Opportunities 9. Maintain Professionalism and Confidentiality 10. Monitor the Impact By following a structured and fair process, We can manage the situation effectively, ensuring that the best candidate is chosen for the promotion while maintaining a positive and supportive work environment for all employees.

I wish there was more context to this information. Firstly, i believe that the company should have a promotion policy that is transparent and when it seems that both employees are doing very well performance wise. Next is to look at their leadership competencies and who leans more to the business goals. It is important that this whole process is open, transparent and meritorious in nature. Thank you

Gather feedback from colleagues who have worked closely with the candidates. This includes direct supervisors, team members, and other relevant stakeholders. Ensure that the feedback is specific, constructive, and related to the role in question. It's important to keep this process confidential and professional to avoid fueling any rumors or animosity. The insights you gain will help you understand how each candidate interacts within the team and their impact on group dynamics.

There are always times when evaluation is not easy, keeping a close watch is not easy, there is when feedbacks come in handy. Be is constructive or critique, a feedback before the final is a must and should be weighed in while listing the final arguments.

Gather specific and constructive feedback from colleagues who have worked closely with the candidates, including supervisors and team members. Keep the process confidential and professional to avoid rumors. This feedback will help you understand each candidate’s team interactions and impact on group dynamics.

Choose colleagues who have direct experience working with the candidates, such as supervisors, team members, or peers who collaborated on projects or tasks with them. Provide colleagues with specific criteria or qualities you’re seeking feedback on, such as teamwork, communication skills, problem-solving ability, and work ethic. This ensures the feedback is focused and actionable. Emphasize the importance of providing honest and constructive feedback. Assure colleagues that their input will be kept confidential and used solely for evaluation purposes.

Conducting formal interviews with each candidate helps you understand their aspirations, vision, and how they see themselves contributing to the role and company. This process is not just about assessing their readiness but also about understanding their motivation for the promotion. Use these interviews to clarify expectations and address any concerns they may have. These conversations provide valuable insights that go beyond what’s on paper.

I see this as a great problem to have, especially for an organization who values internal career mobility and growth. I would interview both employees and consider not only their functional expertise and experience, but their contributions to the organization; their growth aspirations, their interpersonal and team skills, their ability to prioritize, manage conflict, and make impact. Once interviews are completed, I would provide feedback to both employees, but especially the one who was not selected. The result will be an employee who better understands where they stand in relation to where they want to go, with more insight of how to get there!

In managing a situation where two employees are competing for the same promotion, I prioritize fairness, transparency, and professional growth. I would ensure clear communication of the promotion criteria and process to both employees, setting the stage for an open and respectful competition. Each candidate would undergo a rigorous evaluation based on their qualifications, performance, and alignment with the role. Throughout the process, I maintain supportive communication, provide constructive feedback, and emphasize development opportunities regardless of the outcome. This approach not only promotes a fair decision-making process but also nurtures a positive work environment where all team members feel valued and motivated to excel.

to contribute to the role and the company. These discussions help assess their readiness and motivation for the promotion, while also clarifying expectations and addressing any concerns. These conversations offer valuable insights beyond their documented performance.

When it comes to promotion, there is bound to be competition where there will be frontrunners. If there are 2 candidates for the same position, then it would be a good option to be transparent in terms of the communication especially about defining the evaluation criteria. Once the process has been set in motion, keep a track of how both the contenders are performing and make sure the final decision is made on objective as well as measurable parameters which don't leave scope for comments about bias or unfairness for this crucial exercise. By keeping things clear, expectations are properly managed for both candidates which helps towards reduction of any lingering uncertainty.

It is much easier to be transparent when there is sound HR infrastructure in place. A clear Job Description that distinguishes between must have versus nice to have knowledge, skills, abilitities and qualifications. That way, when you talk to (not email!) the person who didn't get the job, you can look them in the eye with empathy and honesty, refer to the Job Description, and explain where the gaps are and how/who will help them improve so they are ready for the next opportunity.

Promotion is one of the biggest motivations for any employee who works hard and showcases his skills throughout the year. If two employees are eligible for the same promotion then HR needs to be more transparent. HR needs to check their yearly performance in terms of revenue generation ( Sales ) , innovative skills ( IT & other industries) and constructive feedback from managers , peers & superiors . HR also needs to carefully examine his self appraisal which he filled and achieved against his goal sheet which he set at the starting of the financial year. After considering all the points , promotion needs to be done as per the organisation policy to avoid any conflicts.

Justamente la claridad de lo requerido para el puesto es fundamental, es decir el perfil definido y comunicado de forma abierta. Claramente es necesario dejar establecido el punto de partida de los candidatos, su perfil al momento y su grado de adecuación al nuevo puesto, sobre dicha base y entendiendo el potencial de cada uno, ponerlos a competir con normas claras y expectativas reales.

While It's important to maintain confidentiality regarding specific details about the both the competing employees application or evaluation processes. But still one focus the conversation and talk openly about each employee on their own strengths, development areas, and future career opportunities within the company. By following these, one can create a transparent promotion process that fosters trust and motivates both employees , regardless of the final decision.

For the person who wasn't promoted, if they truly wanted the promotion, managers should take a more vested approach to their development. Establish concrete milestones in their L&D plan, including specific skills to acquire, measurable goals, and a timeline for progress. Assign them projects that will help develop those skills. I'd venture to recommend adding the L&D plan into their annual performance goals -- but only if the promotion was something they sincerely wanted.

When multiple employees express interest in the same role, a fair and transparent selection process—aligned with well-defined key capabilities and experiences—can create value for all. By embedding elements of transparency, care, and a growth mindset throughout the entire process, including the final transition necessitating change and alignment management, we ensure meaningful growth for both. Coaching them on their learnings, helping them internalize these insights, and guiding them to enhance their self-awareness for future growth plans fosters a supportive and growth-oriented environment. Actively seeking and listening to their feedback on how we can further support their aspirations cultivates an atmosphere where everyone can thrive.

Handling a situation where two employees are competing for the same promotion involves fostering a fair and supportive environment. I ensure clarity by openly discussing promotion criteria and providing both employees with equal opportunities to demonstrate their qualifications. Throughout the process, I focus on objective assessment of skills, performance, and potential for the role. Regardless of who is selected, I believe in offering personalized feedback to both individuals to facilitate their professional development.Ultimately, my goal is to cultivate a culture where competition inspires continuous improvement while maintaining a culture of respect and collaboration among team members.

Regardless of the outcome, ensure that both employees feel respected and valued. If one employee is not selected for the promotion, provide them with feedback on their performance and areas for improvement.

Irrespective of the result, provide constructive feedback to both employees. For the employee who is promoted, outline the upcoming steps and any assistance they may require in their new role. For the employee who is not promoted, offer advice on areas for improvement and potential preparation for future opportunities. This support may involve additional training, mentorship, or a development plan. Maintaining engagement and motivation for both employees after the decision is critical.

Once the final decision is made, its important to keep a check of the bucket list! The adjectives expected should always be ticked off. And to evaluate that, regular check-ins with the team, the concerned and ofcourse the managers is vital. While organisational goals should communicated without hesitation to the promoted, it is essential to plan out collective goals, personal growth, team betterment and revision of KRA's. With authority comes great responsibility, this is a small learning from school, but now on the HR chair, I know what it actually means and how can I structure an organisation based on merit, qualification, creativity and this idealogy.

Make decisions based solely on merit and qualifications, rather than personal preferences or biases. Consider internal equity to Ensure that your decision is fair and consistent with internal equity policies, if applicable. Develop a plan for non-selected employees which Provide a clear plan for employees who are not selected for the promotion, including opportunities for growth and development.

When the new position is filled, it's time to keep an eye on the workplace vibes. No toxic energy allowed, remember? If you spot any signs of jealousy or drama, nip it in the bud ASAP. Remind your team that success isn't about who wins, but about how everyone works together to score big. Collaboration and mutual respect are the MVPs here. Encourage them to support each other, focus on the team's goals, and embrace healthy competition like a friendly game of Jenga—no hard feelings allowed.

Very interesting discussion, really. Try adding the 360° feedback and review style. You'd be shocked at the testimonials of the visitors, customers, janitors, and other unlikely interested parties about the real persons behind the employees in question. Apart from technical skills and competencies, meeting and exceeding KPIs, what really can happen when there's a necessary detour and shift in role responsibilities? I'd suggest using a strong performance management system, that has attitude/personal development/workplace hygiene or housekeeping embedded in it for an all round review.

Promotions can be considered as per KPI metrics and PMS measurement without biased. To make it Merit basis, ensure OKR based measurement alongside skill mapping. Others factors to consider are : Career Path, Shelf life of Employee after promotion and Opportunity Cost.

We should try using comparison feedback module. Compare the performance of both the candidates as per different metrics, including behavioral aspects as well as attitude. Remember to provide detailed feedback to both, giving them a fair chance for the position.

Monitor the workplace atmosphere for signs of tension or conflict. Intervene early with mediation or conflict resolution techniques if necessary to prevent escalation.

My perspective is that all of these things matter. However, I think that the most important step happens very early on. It is most important that all parties have mutual respect. When speaking to the employees vying for the same position, there are times when employees do not care for the other candidate. Maybe they applied for a higher position because they thought they could do better. It's so important to stop this immediately. Reminding them that were are all here for a common goal and asking them to see it from a different perspective. If there is no respect, there will be backlash no matter who you offer.