PROMOTION POLICY
Job vacancies
occur in an Organization when there is :
a)
a substantial
expansion in its existing activities
ii) diversification of its activities and / or
iii)
separation
Separation of
employees can take place because of :
a) Resignation
b) Retirement
c)
Discharge/Dismissal
d) Unfortunate event of death of an employee and/ or
e) One employee getting promotion
In any of the
aforementioned cases, the vacancy has to be filled in which can be
either by:
a) Appointment of an outsider or
b) Promoting an employee amongst existing employees of the company.
It will
therefore be noticed that promotion essentially is a placement and
not a reward
as it is normally misunderstood. An additional increment
could be a
reward. Once promotion is accepted as placement, all the steps involved in the
selection of a person for the job should be followed. The employee identified
and proposed for promotion should be at least as good as an outsider if not
better. It should never happen that an employee is promoted, without any change
in his job. His responsibility for men, machine and/or material should increase
warranting higher technical and human relations skills. Since promotion leads
an employee up the organization ladder, it should be ensured that the promotee
designate possesses all the required skills.
As such, it
should be ensured that the employee proposed to be promoted should possess all
the potential skills. It is therefore necessary that a person should not be
promoted just because “he is performing well” in his present job. Besides that
he should possess other skills required for the senior position. Otherwise
organization will lose a good
supervisor and get a poor manager. In view of the foregoing, following steps are suggested while promoting an employee-
·
Develop job specifications
in terms of detailed job descriptions, the number of persons whose work the
incumbent has to supervise and
responsible to, the level of persons both internal and external the
incumbent has to interact with etc.
·
Develop hiring
specifications in terms of educational / technical qualifications and
experience, preferred age group etc.
Having identified a job and developed the hiring specifications, the next step
is to see if there in an employee within the Organization who meets the hiring
specifications and who could be considered for promotion.
·
Since at
senior levels an employee should possess very high human relation skills and
decision making abilities and such other traits, the Head of the Department in
which the candidate is employed should do his Trait Appraisal in the format
attached. The HOD should then forward the recommendations for promotions to the
Reviewer indicating the following :
·
Approved
Organization chart showing the vacancy to be filled.
·
Personal
details of the candidate recommended for promotion.
Recommendations
of promotions from all the HODs should be received by the Management duly
reviewed by respective Reviewers by 31st March of the year. Then
management can take decision on the
entire list of cases recommended for promotion and announce the same.
In
conclusion, it may be added here that an employee otherwise considered suitable
for promotion, if found to be lacking in any areas by the interview panel, he
should be trained in those areas and then only promoted. As far as possible, an
employee on promotion should be shifted from the group in which he his worked
to another group. It would make acceptance of his leadership easier.
Managing Director
