All organizations with multiple employees face the same dilemma when it comes to promotions, motivation, and career paths. This dilemma involves supporting employees with their professional development within the organization. Employees need incentives to excel in their positions and continue to learn and achieve great success. It is in each organization’s best interest to select people who are well-qualified and will maintain loyalty and longevity with the organization. The problem arises when well-qualified employees are competing against outside individuals offering varying experiences and higher levels of education. Organizations that deny qualified employees the opportunities to promote will have employees with poor morale and lacking motivation. Having little opportunity for upward mobility in career paths could result in losing good and loyal workers. However, promoting onboard employees denies the company the opportunity to acquire new, well-qualified, outside talent. There are ways businesses that desire to promote onboard employees into higher positions can better prepare their employees to be competitive against outside competitors. There are also methods companies can utilize to boost morale when new hires are necessary and award loyalty.
When a company hires an individual to fill a certain role in the organization, it is expected that employee will gain experience and expertise using the skills he or she has at hiring. Often, businesses will promote and even subsidize training to enhance the skills of employees in their respective positions. This can be through stress management courses, classes in software, and anything from “skills of a great secretary” to “skills of the business professional.” It is relatively common for organizations to spend time and resources, or otherwise expect their employees to spend time and resources, to enhance their skills and improve in efficiency in their current positions. The more employees know about their jobs and new technologies that enable them to do their jobs, the more it benefits the businesses they work for. This practice, however, rarely affords employees an opportunity to acquire new job skills outside of their current position. Ultimately, while employees are training to get better at their current positions, someone else is training for the positions to which they might want to promote.
Regardless of the stipulations companies may decide to place on the “perk,” opportunities to receive training above current positions should be offered to employees as well. Businesses may opt to Boston Bruins #26 jerseys require an employee receive a superior performance rating for two consecutive years before committing company resources to fund such training. It is imperative, however, that businesses realize the only way employees will gain the qualifications necessary to promote is by offering opportunities to learn those skills. Organizations may select to identify specific training media or certain positions for which they want to enhance their pool of candidates. Other factors to consider when offering training toward promotions may be the quantity of positions available, overall competition for the positions when open, and technical training required. Additionally, companies should consider initiating mentoring or in-house training programs. Also, the assignment of collateral positions, such as backup or standby, to encourage employees to seek out positions of interest, learn the job and even perform the job duties in the absence of incumbents, is an excellent way for employees to gain needed skills. Some positions may need to offer several backup opportunities, depending on interest in the position. In an effort to avoid “grooming” specific employees, rotating these opportunities among employees, Boston Bruins #26 jerseys even to employees with no current interest in promoting, is an option. Ultimately, company training should not restrict employees to only enhance their current positions. In a business that wants to promote from within, training employees for the positions they hope to achieve in the future is a great way to give them an advantage. Some options that are great starts are like those offered by Odyssey Seminars (odyssey.eventbrite.com) and include the basics. These focus on getting hired and promoted, examine resume writing, and enhance interview skills. Better options are more “job specific” and might include basics of preparing a balance sheet, balancing a budget, how to prepare schedules and rotate employees to cover positions, space planning for offices or buildings, marketing methods, research and development techniques utilized in the company, and customer/target analysis. Essentially, almost any course designed for in-position employees that can be simplified to entry-level is a fantastic option for employees that desire to promote into those positions.
In taking courses which are designed for higher level employees, promotion candidates may not only acquire new skills, but may also be fulfilling specific job prerequisites. For example, an individual interesting in a job working on computers may have an opportunity to become certified in C++ programming. Ultimately, being C++ certified may be more than just a preferred skill, but a requirement for anyone to be hired into a technology based position. An employee would definitely benefit to achieve this certification, which leads me to my next recommendation. Businesses that desire to promote from within should provide to all employees, the job descriptions and core skills necessary to be qualified for higher positions. For instance, core skills and training to be a GIS Analyst are provided at the Geo Community website (located at geocomm.com.) The information provided in the list advises prospective employees of the training and skills, both technical and with people, which will help get them hired into the GIS Analyst positions they desire. This is a prime example of the type of information businesses need to provide to their employees regarding higher ranking and higher paying positions. Across the board, employers need to advise employees of the skills they should be acquiring to qualify for desired positions. The standards and skills should be the same regarding qualifications of on-board employees and new outside hires (meaning everyone is held to the same standard). This is already in practice in Canada with the National Occupational Standards and the Canadian Food Industry Council (CFIC). As reported in the Canada NewsWire, according to Cheryl Paradowski, Executive Director of the CFIC, “National occupational standards define the skills, knowledge, and attitudes that an individual needs to perform competently in a given occupation. It is a tool that can help employers to set their employees up for success by clearly defining responsibilities and expectations.” (Anonymous, 2008). While the guidelines established by this council clearly benefit employees in their current positions, it also makes the information available regarding positions they hope to attain in the future. Although this article is dealing specifically with food retailers, an application to any business in any market would be extremely beneficial
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