A job promotion is a crucial stage for every business organization. Moreover, employees improve their service delivery in an environment where competition is rewarded, hard work awarded, and loyalty paid. Consequently, every business should ensure that its employees are motivated, especially through job promotions. However, as much as it is intended to boost a business set-up, it requires careful selection since any decision made concerning someone who should be given a position may have future implications. This situation is evident in Bioglass, Inc.: Commercial Sales Division Company in the following ways.
Likely Cause of CSD’S Problems
First, necessary consultations were never made. Before promoting Tom Caldwell to the managerial position, the office under whom he worked as a sales associate should have been consulted (Heneman et al., 2014). As much as Caldwell succeeded in showing consistent sales techniques, there were some weaknesses that were disregarded. His strengths and workability were greatly considered at the expense of the weaknesses, which if considered, would have created a different story.
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Moreover, a manager should be a team player (Heneman et al., 2014). Tom Caldwell was good at setting records for himself, but poor in setting those of his workers. He never gave the requisite guidance required by his team. He, therefore, failed to motivate his employees, which created a low performance. A low performance from the employees consequently meant a poor business performance.
Another important factor that was overlooked was evaluation of several employees before finally declaring Tom as the manager (Heneman et al., 2014). Evaluation is important since every employee is differently gifted and skilled and this is a good basis for consideration (Heneman, Judge, & Kammeyer-Mueller, 2014). Moreover, scrutinizing records in conjunction with liaising with other departments is among the requirements of evaluation. Arranging and accessing information helps in increasing accuracy and productivity of the process. Therefore, employees should be promoted on merit and not just on favor or their work value.
Moreover, before transiting from one level to another, proper guidance should have been given to both Tom and his replacement (Heneman et al., 2014). They should have been notified, trained, and assisted through the transitioning process before being handed the ideal power (Heneman et al., 2014). During this period, Tom would have introduced his replacement to his clients and guided them on the responsibilities they were likely to face. Consequently, this would have yielded trust, better skillfulness, and success for both Tom and his replacement.
Better Promotion Decisions
When choosing someone who is fit for promotion, do not only consider their excellence in working but instead, check for their leadership qualities (Human Resource, 2014). One can be excellent in making their own decisions, but when it comes to leading a team, it may not work. For instance, Tom was good in setting goals for himself, but he forgot to set goals for the team. He was a good worker, but not a good leader. Necessarily, a leader should know how to plan, delegate, motivate, and guide their team to surpass the threshold set by the company (Heneman et al., 2014).
Furthermore, the company should conduct a critical evaluation of the employees. Critical evaluation means that it should be able to carefully scrutinize information, liaise with other departments, and conduct interviews (Human Resource, 2014). Scrutinizing information helps in assessing an employee’s performance trail. Moreover, liaising with other departments help to gather all useful information that one department may not know about the employee (Heneman et al., 2014). On the other hand, conducting interviews help in asking questions related to the position. This strategy is important since every employee’s vision, attitude, and plan differs. Eventually, this criteria can be used as a basis for selecting the individual who should take up a post.
Performance appraisals refers to formal set-up that review and evaluate individual and team performance of tasks (HRM, n.d). They are crucial to the triumph of the performance management. Its mandated with the role of reflecting directly into a company’s strategic plan (HRM, n.d). In internal selections, performance appraisals have a role in giving detailed information concerning an individual’s performance which tends to be among the many considerations made before promotion. Moreover, performance appraisal accounts for various behaviors by employees when performing major tasks. It gives a performance evaluation which can create ratings that may be used as a criterion for selecting various employees (Heneman et al., 2014).
There are some cases in which performance appraisal are relevant than others. For example, in case of selection, the contribution of the performance appraisal is needed greatly. Without performance appraisals, chances of missing out on important information are maximized (HRM, n.d). An instance for which the performance appraisal may be relevant, but not to a great extent, is when an individual’s score-sheet goes beyond the team performance. At this point, not much is needed from the appraisal since the strategic plan is well represented and respected.
Conclusion
In conclusion, maintaining the success of a business depends on how every step is taken according to the decisions reached. Mistakes at one stage are likely to have dire consequences on the future an organization. As seen from Tom, not everyone who excels in executing their responsibility is fit to hold a leadership role. Job promotion is a process that should follow some order to ensure that, the one being promoted from one position to another possesses the needed requirements to hold office. Moreover, different departments within an organization should learn to embrace teamwork. If CSD had consulted other departments on better ways of selecting a person for promotion, then chances of having found a better person would be possible. Finally, employees and employers should work together since it instills self-drive which makes every person working in the organization to own up their responsibility and also help others.
- Heneman, H. G., Judge, T. A., & Kammeyer-Mueller, J. D. (2014). Staffing organizations (8th ed.). London: McGraw-Hill Education.
- HRM. (n.d). Performance Management and Appraisal. HRM in Action, Retrieved from pdfs.semanticscholar.org/93cc/62d7f8a9188c88c509df80b6550f98bc5e7f.pdf
- Human Resources. (2014). Factors to consider before making a promotion. HR Software Solutions, Retrieved from http://hrssolutions.com/factors-to-consider-before-making-a-promotion/
