Steps to Effective Promoting


Promoting is still hiring, you are just doing it from within the current employee base. Only the key elements can get distorted. Promotion might be expected because of length of employment or personal friendships or success in current position.

Just as in regular hiring, we strongly recommend you identify what core competencies the position needs in order to be successful.

One of the classic examples of a poor hire is promotion of a top sales person into sales manager. This doesn’t mean that there are not some successes with this. It does mean it happens way too much for a top sales person be a very average or poor sales manager.

This is because a sales manager position needs very different skills and competencies than a sales person. It also means an engineer or creative designer or help desk person or factory line person may be wonderful at their current position but fail to thrive at the next level.

This is also true that some people may not be exceptional at their current position, but when placed into a job with different competencies and expectations, they can excel. This occurs most when they have motivation and interests in the values and mission of the company and the particular position.

Recommended steps:

First – Analyze
If the job could talk, who would the job hire?

  • Thoroughly understand the position.
  • What are the core competencies needed?
  • Who are the other team members?
  • What is the company culture?

Second – Benchmark
If you don’t know really works, how do you know what to ask for?

  • Do you have good people already in the position?
  • Can you benchmark them?
  • Use already established benchmarks provided by validated assessments?
  • Create new benchmarks?

Third – Know your employees
Assessments are great, objective tools to thoroughly understand the individual.

  • What skills and current competencies are transferable?
  • What motivations and interests do they have?
  • Are they already operating at peak or under high stress?
  • Is their current position putting them at risk for illness or accidents?

Succession Planning


Development plans for employees have everything to do with succession planning

  • Do you have good people already in the position?
  • Can you benchmark them?
  • Use already established benchmarks provided by validated assessments?
  • Create new benchmarks?
  • Since you have accomplished step three, what skills and competencies need to be developed?
  • Do the employees know and take ownership of their own development plans?

If The Job Could Talk Who Would The Job Hire? Call 512.278.1200 or 1-866-646-1200. No cost. No obligation.