An important slot has been created to meet the demands of an increased workload. You have two subordinates who are contenders for the position. How do you choose the right one? It’s a tricky situation. A wrong move could create tension or even animosity between candidates. You must be discreet and tactful in approaching the choice.
Most important in making the decision is objectivity. It’s quite natural to have personal preferences based on capability. The difficult part is putting your feelings aside so you can pick the right person for the job based on the candidates’ specific qualifications.
As you appraise each candidate, look at the organization as a whole and determine which person can meet its new needs.
Which candidate is more comfortable in the current corporate culture? If the company is in a steady growth phase, for example, which person is more likely to make significant contributions? Which is more adaptable, flexible, assertive and growth-oriented? Conversely, if the company is taking enormous risks and entering a precarious period earmarked by unknown hazards, which candidate is more entrepreneurial? Who can best cope with and overcome insecurity?
Next, look at the specific job requirements and measure each of the candidates against them. Analyze the skills necessary for the job to see how each contender stacks up on scientific, technical, organizational, logistical/analytical and supervisory skills, among many others.
No less important are the personal qualities, such as the ability to get along with others and the enthusiasm to create a productive climate, that the new position will certainly require.
When you’ve made your choice, keep in mind that it’s a judgment call based upon carefully weighing who can best meet the criteria for the job. Things could go badly at first. Be prepared to offer support. You might modify the job specifications so the chosen person can more easily adapt to his or her new responsibilities in the beginning.
Observation: Don’t forget the loser. Chances are this candidate knew that promotion was a possibility. You owe this person an honest explanation of why someone else got the job and what the future may bring. The candidate might not have the qualifications for the particular position, but possesses valuable skills that you see leading in other directions. If you fear losing this person, it is time to try job enrichment. Broaden the individual’s responsibilities with more challenging projects and a pay raise if possible, to soften the blow.
