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I would highly recommend the organization develop, issue, and administer policies and procedures for their promotion process (HRM, 2012). This is to ensure everyone knows and understands what the organization expects and authorizes for promotions. Without proper guidance, those with the authority to grant promotions will take advantage of the lack of guidance and come up with their own rationale on who and why someone should be promoted. I have seen this first hand by serving as a HR Advisor. I was responsible for providing guidance to senior managers and employees on procedures for interviews, performance evaluations, bonus exercises, promotions, and career development. I had to ensure processes were fair and equitable, check for data integrity, communicate timelines, identify discrepancies, and train managers and employees on the agency’s performance management system. Part of my role was also leveraging management and employee expectations. I’ve seen cases where managers tried to promote their ‘friends’ even though that person did not demonstrate the proper competencies to function or perform at the next level. This is an unethical and unfair practice. Employees should be rated/evaluated by the same criteria and competencies that match the next performance level in their field (The HR Specialist, 2016). This is something I’m passionate about since I have observed this unethical behavior and had to enforce policy on some very senior managers (who should know better) in my agency. Fair is fair and right is right. Ok, I’m off my soapbox now on this subject. 🙂
The HR Specialist. (2016). Choosing Employees for Promotion: A 6-Step Legal Process.
Retrieved April 20, 2016, from
Human Resource Management. (2012, April 24). Promotion and Demotion – Short brief.
Retrieved April 20, 2016, from http://www.hrwale.com/general-hr/promotion-and-