I am qualified, why not me? – Incident analysis

I am qualified, why not me? – Incident analysis

Bobby, like every employee within any organization, aspires to grow both professionally and by status. Promotion is a significant milestone that indicates a person is progressing in his or her career. After a few years in a specific role, employees feel the need to assume a more challenging responsibility. Promotion represents a process where an individual undertakes a higher share of duties or an improved salary scale. Bobby recognizes the process would improve morale and increase his productivity. Moreover, he wants Crystal Productions to acknowledge his hard work and performances. The process will advance Bobby’s ambitions and boost his passion for the accountant career. Seeking promotion means that he is done with the junior role and ready to progress his career in the right direction. Therefore, I believe Bobby has a legitimate expression of displeasure on the promotional policy within the firm.

Today, organizations have become dynamic to remain profitable. Most of them recognize the workforce as a resource and strategy to gain a competitive edge. According to (), training and development are concerned with activities that aim at bettering the productivity and performance of the employees. Organizations have a key responsibility in empowering their workforce, which leads to staff retention. Crystal Productions does not have a strategy that focuses on activities to develop employees like Bobby in their current jobs. Additionally, the firm does not prepare its staff for future roles and responsibilities. The objective of training and development is creating a learning environment, which ensures employees perform their jobs through value addition (). The process allows organizations to boost the morale of the workforce, enhance productivity, and retain the staff.

Promotion from within offers firms with several benefits. First, organizations have the chance to create a pool of well-qualified and talented individuals. Such a process starts during hiring where an employer sets high standards and spends time finding the right people. Second, the organizational managers have the chance to identify and groom natural leaders to fill more senior positions (). Employers can easily spot an individual who needs special education and training that the firm would need in the future. Finally, the process offers opportunities to the internal workforce, which boosts their morale. Promotion from within policy benefits the organization by improving the productivity of the employees and create a positive image.

On the other hand, promoting from within presents organizations with several disadvantages. First, the policy fosters competitiveness among employees vying for the same role. Staff who fail to qualify for the post may develop a feeling of resentment and dissatisfaction leading to poor work performance. Second, the policy may make employees create a sense of entitlement for promotions (). When employers offer higher positions without considering external prospects, current staff may feel assured more senior role without putting maximum effort. Finally, organizations undertaking internal promotion limit themselves from getting a qualified applicant for a position. Recruiting individuals from outside offers a firm with the opportunity to assemble a talented workplace.

The practice of promoting from within rather than hiring external candidates is a great retention and motivation tool. My first step in developing the policy, as an HR manager, would include the review of all the job descriptions for all the positions in the organization. I would ensure the supervisors, departmental managers, and executives are involved in the procedure. The process will include listing all the required knowledge, skills, and abilities to perform a role. Some of them include the ability to coach, plan, lead teams, strategize, and develop budgets. Next, I would identify all the prospective candidates by comparing their attributes with those listed in the job description. After narrowing to a few nominees based on skills and abilities, I would consider other criteria to pinpoint the right prospect. Then, the company would test the candidate’s managerial potential by assignment of smaller duties to assess his or her capabilities. Assuming the prospect passes all the tests and accepts the promotion, the organization would offer all the support needed in the new role.

Unclear internal promotion policies may create conflicts and a high turnover rate among the workforce. The core objective of an effective plan is to ensure the advancement of the employees based on performance, skills, and abilities. Moreover, it eliminates the risk of putting people in jobs they are incapable of delivering. The policy aims to determine the criteria for promotion, such as the minimum work experience for eligibility. Finally, an effective system ensures that all employees undergo similar assessment programs to avoid discrimination or favoritism. The new plan would have a significant impact on the performance management strategies within the organization. Notably, there would be a change in the attitudes as most of the employees had achieved job satisfaction in the current policies.

All employees within an organization may develop a feeling of uncertainty with the new policy. While some may perceive motivation to grow professionally, others would consider the plan as a way to demote or eliminate unproductive individuals. Workers are usually cynical to changes and believe management may have a hidden agenda or are trying to cover up the real intention for the change. The administration should ensure the workforce develops engagement and trust with the new policy to achieve effective implementation.