One Promotion, Two Candidates
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.
Possibly related posts: (automatically generated)
One Promotion, Two Candidates
The Take Wiki is an advanced, open source content management system (CMS) with dozens of powerful features, many of which are not yet available in other such systems. … Content Management System
With all this information in one file, your sales management process becomes more efficient and more effective! … Global Sales Channel
Various forms of relaxation training can help panic attacks, says Martin Shaffer, Ph.D., executive director of the Stress Management Institute in San Francisco and author of Life after Stress. … Stress Management
The tests helped me to identify the right careers, which were of interest to me before make decisions about what type of college education to pursue. … Career Tests
” I m planning to order another cable tamer, as I am so satisfied with the one I previously ordered. … Cable Management
Level analysts can be promoted into intermediate level positions within 1 to 2 years, and then into senior positions within a few more years. … Planner Guide
For a selection of templates, text ads, links, banners and media, make sure you login to the Affiliate Centre and click on the program menu option. … Affiliate Marketing