| All organizations with multiple employees face the | | | | always mean promotions into management or |
| same dilemma when it comes to promotions, | | | | elsewhere. Some employees may need guidance in |
| motivation, and career paths. This dilemma involves | | | | matching their aspirations with their abilities, even when |
| supporting employees with their professional | | | | given opportunities to enhance their education and |
| development within the organization. Employees need | | | | training. Each employee will not have leadership skills, |
| incentives to excel in their positions and continue to | | | | therefore promoting them into management simply |
| learn and achieve great success. It is in each | | | | because they have acquired a specific skill set and |
| organization’s best interest to select people who | | | | shown loyalty is not advisable. Unfortunately, this does |
| are well-qualified and will maintain loyalty and longevity | | | | not mean that these employees do not consider |
| with the organization. The problem arises when | | | | themselves highly qualified to work in management and |
| well-qualified employees are competing against outside | | | | have made that their goal. (Anonymous, 2008). Even in |
| individuals offering varying experiences and higher | | | | businesses that desire to promote and have supported |
| levels of education. Organizations that deny qualified | | | | their employees as recommended here, there are |
| employees the opportunities to promote will have | | | | times that personality, work ethic, leadership qualities, |
| employees with poor morale and lacking motivation. | | | | organizational skills, and fairly evaluating the work of |
| Having little opportunity for upward mobility in career | | | | others simply cannot be taught or improved upon. In |
| paths could result in losing good and loyal workers. | | | | these cases, a new hire may be in the best interest of |
| However, promoting onboard employees denies the | | | | the business. When this happens, there are sure to be |
| company the opportunity to acquire new, well-qualified, | | | | upset employees who have worked towards the |
| outside talent. There are ways businesses that desire | | | | denied promotion. That is why it is important to help |
| to promote onboard employees into higher positions | | | | employees set goals that they can achieve based on |
| can better prepare their employees to be competitive | | | | their values, personalities and skills at present. |
| against outside competitors. There are also methods | | | | Personality qualifiers, ability to work on a team, |
| companies can utilize to boost morale when new hires | | | | providing constructive criticism, and other traits of |
| are necessary and award loyalty. | | | | qualified managers need to be fairly assessed. Some |
| When a company hires an individual to fill a certain role | | | | employees might need to be directed toward more |
| in the organization, it is expected that employee will | | | | attainable career goals before resources are |
| gain experience and expertise using the skills he or she | | | | expended. |
| has at hiring. Often, businesses will promote and even | | | | When the time comes and on-board employees must |
| subsidize training to enhance the skills of employees in | | | | be bypassed for promotions and a new individual is |
| their respective positions. This can be through stress | | | | hired instead, the resulting backlash can be disruptive. |
| management courses, classes in software, and | | | | Morale can suffer, as could productivity, interest in |
| anything from “skills of a great secretary” to | | | | working toward professional improvement, customer |
| “skills of the business professional.” It is relatively | | | | service, and feelings of loyalty to the company. |
| common for organizations to spend time and | | | | Businesses need to prepare for the impact that |
| resources, or otherwise expect their employees to | | | | bypassing promotions for new hires can cause. One |
| spend time and resources, to enhance their skills and | | | | of the most important things decision-makers must do |
| improve in efficiency in their current positions. The | | | | is communicate directly with the bypassed employees |
| more employees know about their jobs and new | | | | and clearly explain why they were not chosen. Provide |
| technologies that enable them to do their jobs, the | | | | specific information about what they can do to better |
| more it benefits the businesses they work for. This | | | | qualify next time, whether it be higher education, |
| practice, however, rarely affords employees an | | | | working on leadership skills, building better working |
| opportunity to acquire new job skills outside of their | | | | relationships on team assignments, or meeting |
| current position. Ultimately, while employees are training | | | | deadlines. Care should be taken to not “stir up |
| to get better at their current positions, someone else is | | | | negative emotions.” (Saunderson, 2009). Avoid using |
| training for the positions to which they might want to | | | | accusatory language, speaking on behalf of others, |
| promote. | | | | and putting the employee on the defensive. |
| Regardless of the stipulations companies may decide | | | | Statements such as, “You were not selected |
| to place on the “perk,” opportunities to receive | | | | because most of us think you are hard to get along |
| training above current positions should be offered to | | | | with” will only result in bad attitudes and hurt |
| employees as well. Businesses may opt to require an | | | | feelings. Instead, offer a recommendation to courses |
| employee receive a superior performance rating for | | | | that can improve communication skills, teamwork, and |
| two consecutive years before committing company | | | | professional demeanor. |
| resources to fund such training. It is imperative, | | | | One of the best ways to mitigate the backlash is to |
| however, that businesses realize the only way | | | | have an established system to award loyalty to the |
| employees will gain the qualifications necessary to | | | | company. A great example of this is the grade and |
| promote is by offering opportunities to learn those skills. | | | | step scale of compensation utilized by the federal |
| Organizations may select to identify specific training | | | | government. (opm.gov). Each year awards employees |
| media or certain positions for which they want to | | | | with a step increase, grade increase, or accumulative |
| enhance their pool of candidates. Other factors to | | | | time towards higher steps or grades, depending on |
| consider when offering training toward promotions | | | | their current levels. (Steps 1-3: annual; Steps 4-6: every |
| may be the quantity of positions available, overall | | | | 2 years; Steps 7-10: every 3 years). Each of these |
| competition for the positions when open, and technical | | | | increases means higher wages. Additionally, while |
| training required. Additionally, companies should consider | | | | employees may be bypassed for promotions, other |
| initiating mentoring or in-house training programs. Also, | | | | incentives can keep them loyal and in good spirits |
| the assignment of collateral positions, such as backup | | | | regardless. For instance, once they are employed for 5 |
| or standby, to encourage employees to seek out | | | | years, the company can compensate them for half or |
| positions of interest, learn the job and even perform | | | | all of their parking expenses. One common incentive to |
| the job duties in the absence of incumbents, is an | | | | encourage longevity with companies is to offer more |
| excellent way for employees to gain needed skills. | | | | vacation time to long-timers. Employees that have |
| Some positions may need to offer several backup | | | | been with the business for 5 years may be able to |
| opportunities, depending on interest in the position. In an | | | | earn one and a half times the vacation time as |
| effort to avoid “grooming” specific employees, | | | | newcomers. At 10 years, maybe they earn vacation |
| rotating these opportunities among employees, even to | | | | time at twice the rate as newcomers. Other options |
| employees with no current interest in promoting, is an | | | | that can be incentives and awards for company |
| option. Ultimately, company training should not restrict | | | | loyalty include increasing company contribution to health |
| employees to only enhance their current positions. In a | | | | insurance costs, annual bonuses, catered lunches, |
| business that wants to promote from within, training | | | | dress-down days, flexible scheduling, and options to |
| employees for the positions they hope to achieve in | | | | telecommute once or twice a week. (Anonymous, |
| the future is a great way to give them an advantage. | | | | 2009). Each perk is one more reason employees who |
| Some options that are great starts are like those | | | | are otherwise unhappy with not receiving a promotion |
| offered by Odyssey Seminars | | | | will still consider their current employer worthy of their |
| (odyssey.eventbrite.com) and include the basics. These | | | | loyalty and professionalism. The more generous or |
| focus on getting hired and promoted, examine resume | | | | substantial a perk is, the less likely it can be found in |
| writing, and enhance interview skills. Better options are | | | | employment elsewhere. This will continue to foster |
| more “job specific” and might include basics of | | | | loyalty to the company even when outside hires are |
| preparing a balance sheet, balancing a budget, how to | | | | selected to fill management and other desired positions. |
| prepare schedules and rotate employees to cover | | | | When an internal candidate is not selected to fill a |
| positions, space planning for offices or buildings, | | | | position, managers should attempt to learn whether the |
| marketing methods, research and development | | | | reason for attempting promotion involves more than |
| techniques utilized in the company, and customer | | | | professional aspirations. While it may be reasonable to |
| target analysis. Essentially, almost any course designed | | | | assume that everyone wants to promote for the |
| for in-position employees that can be simplified to | | | | power, money, or prestige, there are other reasons |
| entry-level is a fantastic option for employees that | | | | that exist. These other reasons may need to be |
| desire to promote into those positions. | | | | addressed and in so doing, may alleviate the |
| In taking courses which are designed for higher level | | | | disappointment of that particular employee. For |
| employees, promotion candidates may not only acquire | | | | instance, an employee may apply for a different |
| new skills, but may also be fulfilling specific job | | | | position or promotion because they have a need to |
| prerequisites. For example, an individual interesting in a | | | | remove themselves from their current work |
| job working on computers may have an opportunity to | | | | environment. Perhaps a co-worker, or even their |
| become certified in C++ programming. Ultimately, being | | | | supervisor, has created a negative work place for |
| C++ certified may be more than just a preferred skill, | | | | them and the promotion was their way-out. In cases |
| but a requirement for anyone to be hired into a | | | | such as this, when the promotion is not an option, |
| technology based position. An employee would | | | | perhaps reassignment should be considered. |
| definitely benefit to achieve this certification, which | | | | (Anonymous, 2009). The creation of an Employee |
| leads me to my next recommendation. Businesses | | | | Assistant Group or Program could also help individuals |
| that desire to promote from within should provide to all | | | | deal with a difficult work place without forcing them to |
| employees, the job descriptions and core skills | | | | leave a position they may otherwise be well-suited for. |
| necessary to be qualified for higher positions. For | | | | Such a program might offer counseling for personal or |
| instance, core skills and training to be a GIS Analyst | | | | professional issues. Management should be open to |
| are provided at the Geo Community website (located | | | | recommendations from counselors of the program to |
| at ) The information provided in the list advises | | | | move employees or otherwise adjust working |
| prospective employees of the training and skills, both | | | | situations so they can continue to be productive, but |
| technical and with people, which will help get them hired | | | | also happy in their current positions. |
| into the GIS Analyst positions they desire. This is a | | | | The dilemma businesses face when it comes to |
| prime example of the type of information businesses | | | | deciding to promote or hire someone new is common. |
| need to provide to their employees regarding higher | | | | It is a subject of interest to employees as well, who |
| ranking and higher paying positions. Across the board, | | | | know their competition is training for the higher paying |
| employers need to advise employees of the skills they | | | | jobs, while they continue to improve their skills for the |
| should be acquiring to qualify for desired positions. The | | | | jobs they already have. Supporting promotions for |
| standards and skills should be the same regarding | | | | internal applicants is a must for organizations that |
| qualifications of on-board employees and new outside | | | | desire to foster a productive work environment and |
| hires (meaning everyone is held to the same standard). | | | | keep morale high. Additionally, rewarding loyalty and |
| This is already in practice in Canada with the National | | | | longevity with promotions, as well as other benefits |
| Occupational Standards and the Canadian Food | | | | and perks, can keep qualified employees in positions |
| Industry Council (CFIC). As reported in the Canada | | | | for which they are well-suited. Numerous options are |
| NewsWire, according to Cheryl Paradowski, Executive | | | | available for businesses to help enhance the skills of |
| Director of the CFIC, “National occupational | | | | their employees and enable them to compete at higher |
| standards define the skills, knowledge, and attitudes | | | | levels. The potential for a positive impact on |
| that an individual needs to perform competently in a | | | | professional development in numerous specialties is |
| given occupation. It is a tool that can help employers to | | | | paramount. Even in businesses where new hires are |
| set their employees up for success by clearly defining | | | | selected, there are methods of showing appreciation |
| responsibilities and expectations.” (Anonymous, | | | | to employees that have been loyal to the organization |
| 2008). While the guidelines established by this council | | | | that can mitigate the negative backlash. The |
| clearly benefit employees in their current positions, it | | | | assessment of employee aspirations and appropriate |
| also makes the information available regarding | | | | training to acquire new skills will surely benefit the |
| positions they hope to attain in the future. Although this | | | | individuals and the business as a whole. In the end, the |
| article is dealing specifically with food retailers, an | | | | right person for any position should compliment the |
| application to any business in any market would be | | | | internal culture of the organization. (Cassano, 2009). |
| extremely beneficial to employees. By keeping the | | | | When someone is already part of that culture and is |
| information as privileged within each company, current | | | | qualified to fill the role, businesses should not hesitate to |
| employees would automatically gain an advantage. | | | | promote them. There is no better way to support your |
| Outsiders may not be informed of a need to know | | | | employees, encourage them to improve professionally, |
| specific programming before a job opening is | | | | and develop a diversely-talented staff. |
| announced. On-board employees not only have the | | | | REFERENCES |
| opportunity to know which specific programming skills | | | | Anonymous. (April 2008). Now Food Retailers can |
| are required to fill certain jobs, but have the time to | | | | Train to a National Standard for Free! Canada |
| acquire those skills before any openings exist. | | | | NewsWire. Retrieved 11/8/09 from ProQuest Direct |
| Within a company, the skills necessary to fill specific | | | | Database. |
| jobs should be made readily available. There should be | | | | Anonymous (September 2008). 66:Managing |
| guidelines established for all positions regarding | | | | Employee Aspirations. Businessline. Retrieved 11/8/09 |
| promoting, including substitutions. If loyalty to the | | | | from the ProQuest Direct Database. |
| company is a factor and will be considered, it should | | | | Anonymous (December 2009). How to Hang on to |
| be outlined exactly in what way. For example, an | | | | Your Staff. CanWest News. Retrieved 11/8/09 from |
| employee with ten years on-board may qualify out as | | | | ProQuest Direct Database. |
| having a bachelor’s degree for certain positions. | | | | Anonymous (March 2009). Consumers is Good but |
| Obviously if the minimum requirement for a position is a | | | | Strange Place to Work. Consumers Energy Reviews. |
| master’s degree, that individual would need to | | | | Retrieved 11/8/09 from |
| actually have an undergraduate degree and continue | | | | Cassano, E (November 2009). The Right Hires. Smart |
| their education to acquire the advanced education, | | | | Business Los Angeles 5 (5) 7. Retrieved 11/8/09 from |
| unless another substitution for a master’s degree is | | | | ProQuest Direct Database. |
| observed. | | | | GeoCommunity Staff (1995-2009). What Skills Does a |
| It needs to be addressed that not all employees want | | | | GIS Analyst Require? Retrieved 11/08/09 from |
| to promote. Additionally, not all employees that want to | | | | Saunderson, R (October 2009). 10 Ways to Keep |
| promote have the personality to work in certain | | | | Morale Up. Incentive Online Column 183 (10) p.90. |
| positions. This leads to an issue that organizations | | | | Retrieved 11/8/09 from ProQuest Direct Database. |
| definitely need to address. I recommend businesses | | | | Odyssey Seminars (2009). Odyssey Seminars |
| that want to encourage promotions over new hires | | | | Presents: Get Hired, Get Promoted, and Accelerate |
| also provide training or professional counseling to | | | | Your Career. Event Details, 11/14/09. Retrieved 11/8/09 |
| manage the aspirations of employees. As written in | | | | from |
| Businessline, employees need to be encouraged to | | | | ARTICLE by: Cheryl H. |
| achieve their “career best,” and this does not | | | | |