Criteria for promoting employees to managerial positions

My experience in the Corporate Sector suggests that often employees wonder what the leadership would have considered to promote an employee to managerial level. What is true is that there are varied reasons which may impel an employee to be considered for appointment to a more responsible role than their current one. However, not always is the leadership decision seen as fair and objective. Under   such circumstances you hear other employees making insinuations about the basis of the promotion. In many cases employees argue that the reason for such promotion is not based on work performance but something else outside the work environment. True or false these sentiments may be, as leadership, it is critical to have a few tips or hints at hand to look for in an employee before announcing a promotion decision.

Also, for the aspiring employees, it is also important to know that there are certain work behaviours one needs to exude to demonstrate that they are ready for a promotion.

Best practice dictates that the organisational leadership need to be amply convinced that the employee has what it takes to move up. This may include looking at an individual’s problem-solving skills, their ability to handle conflict at the workplace and team building. Additionally, such an employee’s level of thinking should cease to be about them only but should always have the big picture as an approach. Also, as leaders, you should be able to distinguish between talking too much and critical thinking in an employee and carefully consider these. Critical thinking   involves analysing the level at which one works. Does the employee  work smart by always considering the strategic impact of their work? The employee’s level of operation should go beyond working hard to accomplish given tasks but to always think of the big picture. In most cases, leadership fails to discern between working hard and being able to think big. Mastery of your current roles does not automatically mean ability in the next role. I have in many cases seen in the corporate world leaders who have promoted hard workers   who have not acquired strategic thinking tactics, and this has been very disastrous to both the promoted employees, the peers and the organisation as a whole.

As an employee aspiring to be promoted, it is good to demonstrate through your work ethic that you are now ready for higher challenges. Even your own appearance should reflect your level of professional readiness. It is also important that you start to develop work plans for yourself showing your ability to handle increasing levels of responsibility. Where one would have performed well even in the social world, it will be good to also start sharing those out of office successes especially where as an employee you may not have had an opportunity to demonstrate these leadership skills at the work place. Telling your boss about your social achievements   prevents him/her getting the news from a third person. Putting all your ducks in a row gives the leadership that assurance of readiness on your part. This may  include having to sit back a bit from the social world without necessarily abandoning your friends but slightly altering one’s behaviour.

It is common practice in many organizations that promotion in the work place can take the form of competing through an interview or just being identified as the suitable one. My advice to the leadership is to avoid the latter as it is a very fertile ground for problems and accusations. It will be good to use ability tests and interview tools so that all employees who feel they qualify are given an opportunity to compete for the promotion.

However, for the aspiring employee, attending   such an assessment process is not a cup of tea. There   is a real need to prepare for such interviews as you need to demonstrate to the panel what a great employee you are. You need not hide   your weakness as you highlight your strengths, your current successes and familiarity with the position and company. Remember, you do not know everything, it is important to also talk about the unfamiliar aspects of the position lest you are caught off guard. Over confidence also ruins your performance and never go for a promotional interview assuming you have gotten the job. Asking questions about the new position is important and at the end of it, remember to say thank you.

For the leadership, it is important to know that bigger challenges can surface after an employee has been promoted. How are we preparing the employee for this change in roles? In most cases promoted employees go through torture and suffering because the leadership has not inducted them on the likely eventualities. If anything, probing questions should be crafted around these likely experiences so that the leadership knows where help is needed.

Linda Hill, a Professor at the Harvard Business School writing on what   promoted employees should do says, “If you are promoted over a colleague, address the elephant in the room and alleviate worries about your ability to work well together.” She further says burning your bridges is disastrous. It is advisable that you do not leave your co-workers behind but continue treating them with   the same respect you had when you worked together. If necessary, meet them one on one and discuss the change in leadership and that you are in a learning mode. Lines of communication should be kept open to create a collaborative work environment.

After an employee celebrates their well-earned promotion and are now the boss of the people who used to be their peers, such an appointment would have automatically changed relationship structures. Colleagues start judging you on your ability to lead people whom you used to consult and complain together. Be mindful that you are now being the one complained about, hence the need to carefully induct an employee for the new role is important. Remember not to leave those other candidates not promoted to harbour hard feelings. I have seen organisations losing very potentially good employees to other organisations because of frustration. Due to the fact that the organization has failed to manage their expectations, we recommend that those employees who feel overlooked for promotion should be engaged and helped to deal with the loss of the promotion opportunity.

As for the promoted employee, we recommend that he/she should continue attending the happy hours with the colleagues as before but reduce your stay to allow them space to vent and blow off the steam.

Emmanuel Jinda is the Managing Consultant of PROSERVE Consulting Group, a leading supplier of Professional Human Resources and Management services locally, regionally and internationally. He can be contacted at This email address is being protected from spambots. You need JavaScript enabled to view it.tel: 263 773004143 or 263 4 772778