Human resources aspects of promotion

Promotion refers to the process that employees jump to a job that is more challenging, requires greater responsibility and enjoys greater power than their previous jobs.

purpose

In order to improve the personal quality and ability of employees, fully mobilize the initiative and enthusiasm of all employees, create a fair, just and open competition mechanism within the company, and standardize the promotion workflow of employees.

according to

(1) On seniority or ability;

(2) How to measure ability;

(3) Normalization or informalization of the promotion process.

procedure

Employees submit a written application, which includes the working ideas of future managers, their own abilities and qualities, their own work experience, etc. , and submit it to the Human Resources Department for a preliminary review of the materials submitted by the applicant, the Employee Career Development Schedule and the Capacity Development Demand Form. After passing, submit it to the assessment management Committee for review. According to Article 25 of the Measures for the Administration of Employee Career Planning, the main factors to be examined in post evaluation at all levels can be approved by the general manager by the evaluation management committee.

The flow chart represents:

principle

1. Have both ability and political integrity.

Enterprises can't reuse and promote some talented employees under the banner of "using talents", which will inevitably have a bad influence on employees and thus dampen their enthusiasm.

2. Equal opportunities.

Human resource managers should let employees have the road to promotion, that is, open recruitment and fair competition for managers, and only promote talents, not only academic qualifications, but also qualifications. Only in this way can we really stimulate the enthusiasm of employees.

3. The combination of "ladder promotion" and "exceptional promotion".

"Step promotion" is aimed at most employees. This promotion method can avoid blindness, has high accuracy and is easy to motivate most employees. However, extraordinary talents and special talents should be promoted in an exceptional way, so that rare talents will not be lost.

mechanism

There are three existing promotion mechanisms at home and abroad: (1) promotion mechanism based on seniority. On the promotion of seniority, the length of time and qualifications of staff are the main criteria for promotion. It is quite common in Japan that even if an employee has good ability and performance, he will not be promoted if he is not qualified or has a more senior person before. Its theoretical basis is that the professional ability level, technical proficiency and contribution to the unit are directly proportional to the working years. Therefore, the salary will increase year by year, and the more opportunities for promotion. After new employees in Japan enter the enterprise, their salary will increase year by year according to their qualifications in the later career, and the qualifications they must have are also stipulated in the cadre promotion system. If you can't meet the required qualifications, you don't have the conditions to become a promotion candidate. The advantages of seniority promotion system are: clear standards, simplicity, avoiding improper promotion due to personal likes and dislikes of leaders, and giving employees a sense of security. Therefore, some enterprises still adopt this method. However, it also has some shortcomings: first, seniority is not necessarily proportional to work performance and ability, and seniority only explains the general natural situation of people's experience, which is only a general concept of time index. The normal situation is that the longer the experience, the richer the experience of life. But in the final analysis, seniority itself is not a symbol of talent and contribution. Of course, it cannot be the only yardstick to measure talent and wisdom. Therefore, the promotion candidates selected according to their qualifications may not be the best candidates in terms of work performance or ability; Second, seniority is not conducive to attracting talents from other units, nor is it conducive to retaining talents from their own units. It will also create a negative psychology of just asking for nothing and doing nothing. (II) Performance promotion mechanism Performance promotion refers to the performance and performance output of employees in their current positions as the main criteria for promotion. "Performance promotion" implies a judgment that if a person has made outstanding achievements in his previous job, he will certainly achieve something in a higher position. It should be said that this assumption is reasonable when the job responsibilities, working methods and working contents remain unchanged. Because the achievements at this time represent his knowledge level, business ability and work attitude, which is an essential factor for his future success, especially in the technical field. However, management work is different from general technical work. The promotion of position means the improvement of management level. Managers at different levels have different emphasis on solving problems and different requirements for people's skills. For example, grass-roots managers require professional technical ability, middle managers require communication ability, and top managers require decision-making ability. Therefore, according to the traditional assumption of "performance promotion", when a technical expert is promoted from a grass-roots manager position to a senior management position, he may not be able to provide qualified talents for the senior management position of the enterprise except affirming and recognizing outstanding performance. This promotion is often at the expense of management efficiency. The performance-based promotion mechanism may lead to the following problems: 1. Lead to short-term employee behavior. Performance-based promotion mechanism may lead to short-term and selfish behavior, which is actually mainly caused by the imperfect performance evaluation system. "Performance promotion" itself requires comprehensive, objective and scientific performance evaluation. However, the existing means and methods of performance evaluation are far from meeting this requirement. Especially in the evaluation of intangible performance and long-term performance, there are obvious shortcomings, which leads to a big gap between measured performance and actual performance. According to the principal-agent relationship, due to the obvious information asymmetry between employers and employees, enterprises can only obtain information about employees' talents, knowledge, performance and personality that is very important for promotion through post-event observation. In the case that it is difficult or impossible to effectively evaluate long-term behavior, promotion can only be based on the observed completed performance, which often inevitably leads to a series of consequences, such as organization members only pay attention to the short-term achievements of the department and ignore the long-term development; Each department only considers the internal interests of the department and ignores the overall interests; Lack of communication and cooperation between departments, or even mutual demolition, may lead to the loss of the overall value of the organization. 2. The promoted employee is not qualified for a higher position. According to Herzberg's two-factor theory, promotion is an incentive factor, which can make employees feel satisfied, but the existence of "Peter trap" will reduce the incentive effect of performance promotion. Peter found that "in a hierarchical organization, everyone will be promoted from his competent position to his incompetent position, and anyone from any class will have the same experience sooner or later." Just because an employee has been promoted because of his outstanding performance in the original position does not mean that he can also become an excellent employee in a higher position. If employees still occupy incompetent positions, there will inevitably be an increase in sense of loss and depression and a decrease in satisfaction; And their subordinates will be dissatisfied with a boss who has no hope of improving leadership quality even if his character is high, and his work lacks motivation and his work performance declines; For the whole organization, it is inevitable that customers are dissatisfied, staff morale is low and productivity is reduced. If employees give up a higher position, that is, demote and return to the standard, then their self-esteem will be greatly hurt, and no one wants to feel the pain of demotion. Therefore, the pressure from individuals, subordinates and organizations makes employees usually choose to leave their jobs and find suitable positions in the market again. 3. Deviate from the employee's career vision. According to Maslow's hierarchy of needs theory, with the development of social economy, people no longer regard occupation as the basis of life security, but more expect to gain a sense of society, self-esteem and even a higher level of self-realization from their own occupations and realize the value contained in their work. Every employee will have a position in his position series and a career development path in his mind. However, the reality of promotion is often inconsistent with employees' career vision. If a technician is skilled, the enterprise will unilaterally transfer him to a series of management positions regardless of whether the employee wants to continue in-depth research in the technical field, which will easily deviate from the employee's career vision, and the employee can't realize the meaning of the job from the promotion position provided by the enterprise, and is dissatisfied with the job, so the employee's turnover motivation will arise. Whether employees are satisfied with their jobs largely determines whether employees are mobile. (3) The promotion mechanism based on interpersonal relationship refers to the intimacy between the promotion candidate and the leaders and colleagues. Promotion based on interpersonal relationship refers to the intimacy between employees and leaders and colleagues as the main criterion for promotion. American scholars such as Roudman, Oehlert and Creme point out that the internal network of enterprises will affect the promotion decision of enterprises. Members with higher positions in the employee relationship network will convey all kinds of information that is beneficial to the promotion candidates to the promotion decision makers. Compared with management decisions such as performance evaluation, reward or salary distribution, job promotion is usually not a routine decision of enterprises. Many enterprises lack clear promotion standards and standardized promotion systems, and enterprise leaders often judge the future performance and ability of promotion candidates according to their past work performance and ability. This kind of judgment is often the subjective judgment of business leaders, and there is no clear objective standard. Therefore, non-institutional factors have become the main factors affecting the promotion decision of enterprises. Among the non-institutional factors, interpersonal factors within enterprises often have a great influence on the promotion decision of enterprises. Business leaders often promote their close friends. In public, business leaders promote their close employees, and the relationship between the two sides is relatively harmonious, communication is easier, and they can cooperate in the future; In private, business leaders can further strengthen their relationship by promoting their close employees, which is more likely to be rewarded in the future. In addition, business leaders will also consider promoting the relationship between candidates and colleagues, especially in state-owned enterprises. The promoted people have a good mass foundation, that is, they have a good relationship with colleagues, and it is easier to carry out their work in the future. Therefore, the better the interpersonal relationship of employees, the more likely they are to be promoted. According to the theory of organizational justice, communication justice in promotion decision-making refers to whether leaders can treat each candidate fairly and give everyone equal opportunities for competition. If employees feel that the leaders are interested in favoring their close employees and promoting them to management positions, this promotion will not only have low credibility, but also cause dissatisfaction and unfairness among employees. Through the above analysis, it shows that the existing three main promotion mechanisms can not objectively, fairly and fairly evaluate the comprehensive quality of employees to a certain extent, which affects the accuracy of promotion and makes both employees and enterprises suffer certain losses.

force

Executive power-executive power

Negotiation bargaining power

Communication-communication ability

Emotional MGMT- eq

Project MGMT project management

Team MGMT team management

Promotion and salary adjustment

Promotion and salary adjustment are mainly applicable to those who are promoted to positions or assigned more important responsibilities, which are linked to the positions and management responsibilities of employees.

Promotion and salary adjustment can be divided into two forms: job promotion and title promotion.

Promotion method

Position gradient refers to the position sequence that lists the progressive order of positions. This sequence includes the title, salary, required ability, experience and training of each position, which can distinguish different aspects of each position. Managers use these job ladders as a guide to promote employees horizontally or vertically. With the job ladder, the qualifications of employees will become the basis for promotion.

The purpose of post adjustment is to promote a few employees with very limited post development space. Managers will choose promotion candidates from them without considering other more experienced employees. If there are no qualified candidates in this small group of employees, and this group has not achieved its promised goals, then the organization would rather recruit from outside than promote employees who do not belong to this group.

Job competition means allowing all current employees to apply for promotion opportunities. Its advantage lies in enhancing the enthusiasm of employees and reducing the possibility of unfair promotion due to the preference of supervisors. However, job competition means a lot of paperwork and too long competition time. Managers must make correct judgments and eliminate unqualified employees. They must evaluate and judge all the candidates and give a reasonable explanation to the eliminated candidates.

Career path refers to the employee's career development plan. For enterprises, it can make enterprises more aware of the potential of employees; For employees, employees can be more focused on their future development direction and work hard for it. This career development plan needs the joint participation of employees, supervisors and human resources departments. Employees put forward their own interests and tendencies, the supervisor evaluates their work performance, and the human resources department is responsible for evaluating their future development possibilities.

In addition to the development and promotion of the company, the most common promotion method in the workplace is job-hopping and changing to a new company to meet your promotion needs. This approach is mainly aimed at middle and high-end talents. Mainly through the following two ways: first, through headhunting; The second is to open to traffic at a glance. The former is in a passive state, waiting for headhunters to discover mining; The latter is to take the initiative and seize the opportunity.