Description
The PPT describes about ways of achieving a Successful Morale Building Promotion Policy.
How to Have a Successful, Morale-Building Promotion Policy
Supervisors who provide opportunities for their employees to get ahead ? attract and keep high-caliber individuals. Effective promotion-from-within policy? best tool for
building morale, increasing productivity making the best use of personnel
It Takes Both Judgment and Courage...
“Never do people a favor by promoting them to a job they can’t handle.” A promotion-from-within policy requires: JUDGMENT
You must be able to pick out employees who have the ability and the temperament for promotion.
COURAGE
You must be able to pass over an unqualified employee regardless of how nice he or she is as a person or how long he or she has been on the job.
The Reasons for Failure…
Most promotions that backfire can be traced to one of the following reasons: Selecting the person solely on the basis of skill.
Losing a good worker and gaining a poor supervisor. Leadership ability important along with skill and knowledge
Choosing the most popular member of a group to be supervisor
Ability to get along well with people is a crucial factor but popularity- no guarantee of supervisory success and usually disappears in the heat of management difficulties.
More Than One Candidate…
“Pick out employees who have the ability and the temperament for promotion.”
Case ? One opening for a new lead worker and three operators with nearly equal qualifications for the job. Situation? After the selection is made, the two unsuccessful candidates start complaining of unfair treatment, prejudice, or lack of opportunity. They may charge that the promotion-from-within policy does not apply to everyone, but is reserved for a chosen few and generally Stirs up dissatisfaction.
Even though their attitude is completely unjustified ? Supervisor?s job to convince the disappointed candidates of these five points :
1. All the candidates were capable. 2. Special qualifications were needed.
• Explain that management agree that all three employees are good operators and capable employees.
• Particular skills, personality traits, & potential for further advancement were necessary for this opening.
• Persuade them that the one chosen came closest to the needs of the job.
3. The most qualified person was chosen.
4.Will prepare them for the future.
• Discuss plans for giving them further training & development opportunities to help them prepare for the next opening.
• Explain that you still need their skills and their support for the person just promoted.
5. Their skills are still important.
When You Can’t Promote From Within…
There are occasions when it?s not possible to follow the promotion-from-within policy. Example? One supervisor who had to go outside his department for a qualified assistant reported this experience: “My assistant left for another job, and I had to find another worker to replace him in a hurry. Even my most experienced worker didn?t have the experience the job demanded. I had to ask HR to look for a replacement. They found one; I interviewed and hired her. When she came to work, she got the cold shoulder from my group.”
“I got it too, but not to the same extent. The staff held me responsible, but they knew I was still boss and they had to cooperate with me. They resented the new assistant?s presence, resented her giving orders, and sulked about „not being promoted even though the company is supposed to promote from within.” “I called a meeting of my workers. I explained to them that my hiring of a new assistant did not reflect on their abilities to perform their own work and did not mean we would always go outside the department to fill a job opening. I accepted part of the blame for not having trained any of them to be my assistant.
“Have the courage to turn down the popular but unqualified.”
“I also told them they couldn?t expect to advance if they didn?t show an interest in the functioning of the department as a whole. And I told them that the way in which they had been doing their work since the arrival of the new staff member certainly did not indicate that interest. I asked them to meet the new assistant halfway; it wasn?t her fault that they resented her presence. “After some mutterings, they agreed. It took another few days for my words to really sink in, but eventually, they came around.”
Remember...
We can have a successful morale-building promotion policy if we …
Promote on the basis of qualifications. Look for and develop leadership abilities. Have the courage to turn down the popular but unqualified. Reconcile disappointed candidates to the decision and retain their cooperation. Explain why it?s necessary to go outside your department for qualified people.
doc_639148449.pptx
The PPT describes about ways of achieving a Successful Morale Building Promotion Policy.
How to Have a Successful, Morale-Building Promotion Policy
Supervisors who provide opportunities for their employees to get ahead ? attract and keep high-caliber individuals. Effective promotion-from-within policy? best tool for
building morale, increasing productivity making the best use of personnel
It Takes Both Judgment and Courage...
“Never do people a favor by promoting them to a job they can’t handle.” A promotion-from-within policy requires: JUDGMENT
You must be able to pick out employees who have the ability and the temperament for promotion.
COURAGE
You must be able to pass over an unqualified employee regardless of how nice he or she is as a person or how long he or she has been on the job.
The Reasons for Failure…
Most promotions that backfire can be traced to one of the following reasons: Selecting the person solely on the basis of skill.
Losing a good worker and gaining a poor supervisor. Leadership ability important along with skill and knowledge
Choosing the most popular member of a group to be supervisor
Ability to get along well with people is a crucial factor but popularity- no guarantee of supervisory success and usually disappears in the heat of management difficulties.
More Than One Candidate…
“Pick out employees who have the ability and the temperament for promotion.”
Case ? One opening for a new lead worker and three operators with nearly equal qualifications for the job. Situation? After the selection is made, the two unsuccessful candidates start complaining of unfair treatment, prejudice, or lack of opportunity. They may charge that the promotion-from-within policy does not apply to everyone, but is reserved for a chosen few and generally Stirs up dissatisfaction.
Even though their attitude is completely unjustified ? Supervisor?s job to convince the disappointed candidates of these five points :
1. All the candidates were capable. 2. Special qualifications were needed.
• Explain that management agree that all three employees are good operators and capable employees.
• Particular skills, personality traits, & potential for further advancement were necessary for this opening.
• Persuade them that the one chosen came closest to the needs of the job.
3. The most qualified person was chosen.
4.Will prepare them for the future.
• Discuss plans for giving them further training & development opportunities to help them prepare for the next opening.
• Explain that you still need their skills and their support for the person just promoted.
5. Their skills are still important.
When You Can’t Promote From Within…
There are occasions when it?s not possible to follow the promotion-from-within policy. Example? One supervisor who had to go outside his department for a qualified assistant reported this experience: “My assistant left for another job, and I had to find another worker to replace him in a hurry. Even my most experienced worker didn?t have the experience the job demanded. I had to ask HR to look for a replacement. They found one; I interviewed and hired her. When she came to work, she got the cold shoulder from my group.”
“I got it too, but not to the same extent. The staff held me responsible, but they knew I was still boss and they had to cooperate with me. They resented the new assistant?s presence, resented her giving orders, and sulked about „not being promoted even though the company is supposed to promote from within.” “I called a meeting of my workers. I explained to them that my hiring of a new assistant did not reflect on their abilities to perform their own work and did not mean we would always go outside the department to fill a job opening. I accepted part of the blame for not having trained any of them to be my assistant.
“Have the courage to turn down the popular but unqualified.”
“I also told them they couldn?t expect to advance if they didn?t show an interest in the functioning of the department as a whole. And I told them that the way in which they had been doing their work since the arrival of the new staff member certainly did not indicate that interest. I asked them to meet the new assistant halfway; it wasn?t her fault that they resented her presence. “After some mutterings, they agreed. It took another few days for my words to really sink in, but eventually, they came around.”
Remember...
We can have a successful morale-building promotion policy if we …
Promote on the basis of qualifications. Look for and develop leadership abilities. Have the courage to turn down the popular but unqualified. Reconcile disappointed candidates to the decision and retain their cooperation. Explain why it?s necessary to go outside your department for qualified people.
doc_639148449.pptx