Managing Promotions and Transfers Effectively
Omer Elmasri
Project Manager at AECOM | BSc Engineering | MBA in Sustainable Commerce
Description of Issue
Throughout my career, I have frequently seen that promotions and transfers are not ideally managed when by the different stakeholders. This is of course highlighted in the Textbook, more specifically chapters 9 and 10 (Dessler & Chhinzer, 2022). There’s a great deal of interdependencies of career development, performance management, and promotions and transfer decisions.? I have frequently noticed that personal relationships, interpersonal skills, “political” reasons usually are the leading factors for decisions of promotions outcomes. People who cultivate a strong rapport with decision-makers line managers, department heads, or even C-level executives, receive preferential treatment regardless of their job specific or technical competencies. This is a difficult issue to digest, while do appreciate the importance of soft skills and interpersonal skills to management and leadership positions, I still believe the technical competency of the job is still as important.
Another noticeable trend is overlooking highly competent employees due to the absence of some specific skills required for management positions, the issue is those skills can often be developed through training. This omission reduces opportunities for professional growth and underutilizes organizational talent that is already in house. It shows a narrow perspective with decision-makers, who fail to recognize and capitalize on the potential of their existing workforce.
Finally, the worst trend of all is using promotions to retain employees who threaten to leave, rather than a reward to deserving employees who can benefit from this in their career development and benefit the organization as well.? In short, promotions are poorly managed because of conflicts of interests and lack of long-term planning.
Linkage to HR Concepts
The following concepts from the textbook can be utilized to resolve the unfair and non-strategic promotions practices mentioned earlier:
1.??????? HR departments should implement clear and transparent promotion criteria based on merit (Chapter 9.3). This can be achieved by defining competencies, skills, and achievements required for each level of promotion ahead of time. By establishing objective benchmarks for the entire organization, HR ensures that promotions are awarded fairly and consistently, reducing bias and favoritism. This is of course easier said than done, but in all cases, an objective method must be followed (Chapter 10.1).
2.??????? Addressing the issue of overlooking competent employees lacking specific skills can be tackled through targeted training and development programs (Chapter 8.2). HR should identify critical skills for each of the key positions and cross check them with potential candidates and integrate that in their career development plan (Chapter 9.2). This approach enhances employee readiness for higher roles and maximizes the utilization of existing talent within the organization.
3.??????? Integrating robust performance management systems into promotion decisions can ensure that promotions are linked directly to individual contributions and achievements (Chapter 10.2). HR can utilize performance appraisals, 360-degree feedback, and regular assessments to gauge employee performance objectively and inform promotion decisions (Chapter 10.5).
4.??????? Alignment of promotions with long-term employee specific career planning can raise employee engagement and organizational commitment (Chapter 9.3). HR can develop career paths, succession plans, and mentoring programs to guide employees towards advancement opportunities that align with their career aspirations and organizational needs. There’s a big challenge with this step which is the assumption that employees will be staying the same organization for long periods (Chapter 10, Section 10.1). This reminds me of a caricature I read a long time ago “CFO asks a CEO: What if we invest to train and develop our employees and they leave? CEO responds: what if we don’t and they stay?”. A study by (Kaifeng Jiang et al., 2012) investigates how organizations can enhance promotion practices through the development of talent management strategies that align with long-term organizational goals.
5.??????? Emphasizing fairness and transparency in promotion processes builds trust and morale among employees (Chapter 10, Section 10.1). HR should communicate promotion criteria, processes, and decisions clearly to ensure that all employees understand how promotions are determined and feel confident in the integrity of the process (Chapter 10, Section 10.2)??????? . (Cable & Judge, 1997)emphasizes the importance of fairness perceptions in promotion decisions, highlighting its role in employee motivation and organizational justice.
Reflective Thinking
Through my career I have come to an understanding that conflict of interest plays the most significant role in the issues facing Promotions and Transfers. The conflict of interest can arise from many layers: individual employee’s interest, line manager’s objectives, departmental goals within the organization, or the overarching organization strategy. An example worth considering is in the Move “The Devil Wears Prada” when the promotion is granted to a potential replacement of the manager instead of the deserving person, just so the manager, Merryl Streep, can keep her job.s To add to that, a key stake holder in this conflict-of-interest party is the competitors who are ready to poach people or can use the titles to attract top talent from other organizations. Each layer introduces its own set of priorities and biases, which can often overlap or stand on opposing ends and complicate the decision-making process. The challenge, therefore, is not just about recognizing these conflicts but also about dealing with them to achieve a fair and effective promotion system.
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It is unrealistic to assume that every deserving employee can be promoted within their preferred timeline. Such scenario would likely lead to organizational disruption and imbalance. Promotions need to be strategically managed to ensure that they align with both individual aspirations and the long-term needs of the organization. This balancing act is crucial but inherently difficult to achieve.
In my own professional journey, I have been fortunate to receive the promotions I felt I deserved, for the most part. My approach has been to excel in my role consistently, always striving to go above and beyond what was expected of me. This work ethic, although perhaps not as popular in today's workforce, has been instrumental in my career progression. Additionally, I recognized the importance of developing strong interpersonal and presentation skills. By building relationships and communicating effectively with stakeholders at various levels, I was able to present my strengths and potential in a manner that resonated with decision-makers.
Product
I have come to a conclusion that may be correct that striving for fairness and transparency in promotion practices is crucial however, the perception of fairness is inherently challenging to be fully achieved due to the many layers. There are too many variables which complicate the decision-making process. Recognizing that completely resolving the issue of fairness perception is not 100% achievable has been a significant realization. However, this is not a call for giving up but rather choosing to acknowledge the reality and move forward with continuous improvement.
In future situations, I will maintain my stance to advocate for clear, merit-based promotion criteria within my organization to reduce bias and favoritism and make the process more transparent for all employees. I will support and promote targeted training and development programs that help employees acquire the necessary skills for higher roles. This will ensure that competent employees are not overlooked due to a lack of specific skills that can be developed over time. Additionally, I will work to ensure that promotion processes and decisions are communicated clearly and transparently. Building trust and morale among employees requires that they understand how promotions are determined and have confidence in the integrity of the process.
Theorizing
For starters, we need to incorporate elements from social network theory and political behavior in organizations to provide a more comprehensive understanding of how promotions are determined. By acknowledging the role of these factors, HR theories can be better suited to address the reality of workplace dynamics and develop strategies to mitigate their negative impacts rather than providing an “ideal” framework.
From my experience I can say that HR practices need to evolve beyond rigid ideal frameworks and embrace flexibility and adaptability. One critical area for development is the integration of continuous learning and development opportunities tailored to individual career aspirations and organizational needs. Rather than solely relying on formal qualifications and existing competencies, HR professionals should place greater emphasis on potential and the willingness to develop new skills. This approach aligns with the concept of a learning organization (Chapter 8), where continuous improvement and adaptability are prioritized.
One emerging issue in HR is the increasing recognition of emotional intelligence and interpersonal skills as critical components of leadership. While my experience affirms the importance of these skills, they also highlight the danger of overemphasizing them at the expense of technical competence. A holistic balanced approach is necessary, where both soft and hard skills are valued and developed, this is the trick. This can be achieved through a continuous, iterative, and comprehensive assessment methods that evaluate a candidate's overall suitability for a role, including their ability to lead, collaborate, and execute technical tasks effectively. By revising theoretical perspectives to include social dynamics, developing flexible and proactive HR practices, and linking these practices with best practices and emerging issues, organizations can create a fairer and more effective promotion process. This evolution is essential for HR to remain relevant and impactful in the ever-changing landscape of modern workplaces.
References
Cable & Judge. (1997). Interviewers’ perceptions of person-organization fit and organizational selection decisions. Journal of Applied Psychology, 82(4), 546–561.
Dessler, G., & Chhinzer, N. (2022). Human resources management in Canada (Fifteenth Canadian edition). Pearson.
Kaifeng Jiang, David P. Lepak, Jia Hu, & Judith C. Baer. (2012). How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms. Academy of Management Journal, 55(6).