Promoting Professionalism (cont.)
- Performance evaluations of serious candidates should be accurate and consistent. They should show a continual development of the employee toward the position of responsibility. To insure objectivity and less confusion, see the "Leadership Profile Checklist" in the inset.
- Candidate evaluations should be done by the promoting supervisor in one or more sessions of uninterrupted concentration. You cannot make an accurate decision of which person should be promoted when you are being distracted from all sides. Avoid impulsive decisions. As best as you can, judge all candidates by the same criteria, possibly using the leadership checklist.
- Do not promote friends. It is possible they're the most qualified, but often you may not be able to see them objectively and other employees will view you as less than professional, or less than "fair." If you want to create real morale problems, allow the store to think that you use a "buddy" system or nepotism to promote!
- When evaluating candidates, consider those from outside the store. Internal promotions are great morale boosters, but a strict policy of always promoting from within may lead to a stale team. Some "new blood" that is more qualified is healthy.
When you do hire from outside, however, be certain that internal candidates know why. Explain the "outsider's" strengths, but don't overdo it; you don't want your employees to think you're just trying to justify your decision. Your employees may still not be happy, but at least they will understand your reasons (they may not accept them but at least they’ll know you had some real criteria), and this may help to reduce disappointment and possible resentment.
Mostly, it should turn their attention to their own developmental needs. Listen to any employee who expresses an interest in the position. This gives you and other supervisors they may report to, the golden opportunity to share with the employees where they stand with you in their performance. Listening to the employee's interest, and in giving specifics on what needs to be improved for them to be promoted will often "fire them up" because they will have a specific blueprint for an upward move.