Employee Relations

Helping Employees

Step UpMaking internal promotions go smoothly is an important HR

function—one that hegins long before an opening becomes available.

By Kathr>n Tyler

Ed Santry and his team faced a choice: three solid candidates for one position.Santr\', vice president of HR in Pittsburgh fbr NiSoiirce Inc., a natural ga-s and electricity company

based in Merrillville, Ind., with about 8,000 employees, says one of the candidates, a NiSource employee,"did a good Job in the interview but didn't have the experience another candidate had."

The po.sition went to the more-experienced candidate from outside the company, but Santr\'s jobwasn't over. He talked with the two candidates who hadn't made the grade, including the promising in-ternal candidate for whom the job would have been a promotion. "Wlien I had the discussion," Santrysays, "I wanted it to he positive. I said, 'Here are the things to work on over the next three years to improveyour chances of getting one of these positions.'"

Meeting uith internal candidates not selected for an opening that would be a promotion is "an im-portant piurl ofthe process" of developing employees within an organization, says Santiy. It can preventwounded feelings and encourage unsuccessful candidates to stay.

Santry believes that HR's responsibilities in handling employee promotion.s begin bffore a job is post-ed and continue past the Job ofier. In fact, whether a promotion succeeds over the long run can dependlargely on how ett'ectively HR contributes to the process of moving an employee up the career ladder.

HR must lacilitate promotions within their organizations by providing employees with career coach-ing, helping managers develop clear selection criteria, estahlishing policies for posting—or not posting-available positions, composing and timing promotion announcements, and, like Santry, cushioning thehlow for those not selected for promotion.

August 2007 RR Hagazbie 49

Even then, HR still has work to do—helping the newly pro-moted employee make a smooth transition to the new Joh, andhelping nonselected candidates continue to strengthen theirskills in expectation of fiiture opportunities in your organiza-tion (not in your competitor's).

Taking StockSue Gebelein, executive vice president, client relationshipmanagement, for Personnel Decisions International, aMinneapolis-based HR consulting firm, suggests ways to han-dle the potentially trick\' task of determining an employee's in-terest in a promotion without promising a specific Job: "In acareer discussion, say, 'Wliat roles are you thinking about?'And then, if it isn't a couple of levels above [where the em-ployee is now], you can say, 'I wonder if you'xe ever considereda wider role?' Introduce the concept. You don't want to prom-ise it." HR's purpose is only to be sure the employee is settinghis or her aspirations high enough. "You don't need to mentiona particular role," she explains.

"Inquiring with an employee whether he is interested in aposition isn't offering the position." says attorney Craig Bnjoks,director in the labor practice group at Houston Harbaugh PC,a Pittsburgh law firm. But be sure you "never promise they aregoing to get something."

Jennifer Bemian, managing director at CBIZ Human Cap-ital Services, an HR consultjmcy based in Cleveland, agiees: "Ifmanagers are regularly discussing opportunities to take onnew challenges, this won't be \iewed as an offer but as an inte-gral part of setting goals for performance."

Moreover, Gebelein says, employees should know howthey're regarded so they aui decide wliether to go for a prt)ni<)-tion when ajob opens up. "An individual needs to have enougliinformation alxiut the perception of [his or her] ptTforniaiiccor readiness for that role," she says. "For example, if 1 think I'mready for a sales management role, I apply for that. I leam I'mnot seen as having some prettv' critical competencies. Thatshould not he the first time 1 liear this. Managers should behaving career discussions with employees."

Gebelein continues: "Sometimes leaders don't talk with aperson about a particular opening because they 'know' the per-son won't be interested. Talk to them anyway. Managers willsometimes make assumptions about what people will andwon't do. Even if they don't want the Job, tbey want to knowthey were considered for the position."

Be alert for the absence of a clear career path fur a high-potential employee. "Promotional systems are vulnerable inthe few roles where that's the end of the lint* on that careerpath," says Gebelein. "How do you help those eniplo\ ees bridgeto something else [within the company]? Look at transferableskills and responsibilities. HR often hiis a broader view than adirect supenisor on how skill sets could be used."

Define the PositionWhether or not intemal candidates exist, HR needs to liclpmanagers determine the type of person they seek. At TheStamford Hospital in Stamford, Conn., "HR, in partnershipwith the manager, reviews the Job description for tbc jiew po-sition, which drives much of the discussion," says Darryl Me-

Helping Those Who Don't Make the CutHow do you try to keep those who don't

get the promotion they sought from leav-

ing the company? By reaching out to each

of ttiose employees immediately after an-

other candidate has accepted the job and

conducting career planning meetings wtth

them.

Scott Eblin, founder of executive coach-

ing firm The Eblin Group In Herndon, Va.,

and author of The Next Level: Wtyat Insiders

Know About Executive Success (Davies-

Black, 2000), says if the nonselected can-

didates are valuable to the organization.

"then HR can say, "Here are your options.

Here are two things you can focus on devel-

opmentaily,' Tliink about ways you can help

to create some opportunity to develop In

those ways."

Siiow the other candidates how they

have an opportunity to bridge the skills gap,

says Jennifer Berman, managing director at

Cleveland-based HR consulting firm CBIZ

Human Capital Services. "Often this is a

great way to prepare others for their tums,

giving new challenges to employees so that

they can gain the skills and experience

they'll need so they can be considered for

promotion in the future."

Moreover, remind the candidates why

they are valued in their current roles and

they wilt have other chances for advance-

ment, Michael Baumgartner, director of HR

for PRO, an outsourced customer service

company in Plantation, Fla., says, "They

should understand the next time a promo-

tion becomes available, one of them [may]

be chosen, based on how they respond to

the challenges of today."

-KatJiryn Tyler

50 HR Magazine August 2007

Cormick, senior w e president of education and orgiinizationdevelopment fbr the ;J05-bed f'acili -, which has 2,200 em-ployees.

It tlie job description is out-nl-date. HR and the manager.should fix it before posting the job. This not only will be hclp-fijl in finding the right person for tbe job but also could wardol! discrimination lawsuits.

"Tbe key is ha\'ing appropriate criteria with which to assesswbo sbould get a promotion," Brooks says. "Identify in advaneetbe important aspects of this job, botb teebnical and personal-ity trait-s."

Establish Clear PoliciesOne of UK's main roles in [iromotlonsistoestablisb workablepolicies and procedures. "Promotion jwlicies help ensure equi-ty in tbe process so employees understand expectations,"Berman says. "Organizations have discretion in setting tbesepolicies—the key is to stick to them once they're in place. Fail-ure to do tbat can—at worst—subject the organization to pos-sible discrimination issues if individuals within a protectedgrouji belie\ e tbat tbe company bvpasses its [processes to favorothers, and—at the least—create negative morale issuesamong those perceived as 'not favored.'"

Brooks underscores tbe point. "Have some reiusonable basiclilies." he says, "but don t have so many they become too en-cumbering for managers [and] you don't follow your own pro-cedures. This creates a huge problem. Good mles set a baseline but allow for variations."

To avoid discrimination lawsuits in promoting employees.Brooks says, you need to ha\'e a reasonable rationale for ever>'action. "If an employee can poke enough boles in the explana-tion [of an employer's actions], then it implies discrimination,"he says.

One highly visible policy centers on posting promotion op-portunilies—wbetber to do it internally and externally at tbesame Ume, when to do it, and when not to do it. Exceptions tosueh rules must bave clear reasons. Missteps can result in dis-gnmtled employees, lost produetivit>' and even emplo\'mentlawsuits.

"IIR policies and practices need to be clear and consistent,"Ck'lu'lein adxises. "Many organizations are not clear aboutwbat is posted and wbat is not. Tbis creates enormous frustra-tion and the perception of unfairness."

In general, posting is a good ideiu Brooks says. "You shouldpost so you can sbow you're not excluding anyone, ba\ing ta-vorites or missing someone who might be really good at tbejob."

At NiSource, Santiy says, "onr guideline is to post all man-ager and below positions. But tbere are exceptions, and it isimportant to be tlexible. Tbere are times when it doesn t makesense to post."

Send a Strong SignalPromoting from within when possible "builds the perception of

fairness and internal trust in the organization," says Ed Santry,

vice president of HR In Pittsburgh for NiSource Inc. Such pro-

motions "send the message that we respect our employees,"

he adds, and they "improve morale."

Sue Gebeiein, executive vice president, client relationship

management, for Personnel Decisions Intemational (PDI), says

that people who are promoted from within "are able to get up

to speed much faster, and results come sooner. They already

understand the business and cuttiire."

Gebelein, co editor of Successful Manager's Handbook

(PDI Inc., 2000), adds, "The second thing Is employees know

they have a career path at an organization, TTiey know the or-

ganization values and wants to keep them,"

That message should come from HR, says Jennifer Berman,

managing director at CBIZ Human Capital Services, an HR

consultancy based In Cleveland. "HR should be the voice of

opportunity, the 'communication hub' for employee develop-

ment," she says. "HR should take a lead role in developing ca-

reer pathJng and the tools for communicating those

opportunities to employees,"

HR's rofe, Berman explains. Is to analyze the organization's

current and future workforce needs to determine whose talents

need to be developed, and then provide critical employees the

resources to gain those skills.

Many oi^anlzatlons, however, fail to develop key talent and

make them "ready to take on a higher role," says Dan-yl Me-

Cormick, senior vice president of education and organization

development for The Stamford Hospitai. a 305-t)ed acute-care

facility In Stamford, Conn,, with 2,200 employees. "Be proac-

tive," he advises, "by Identifying and developing talent so you

are able to promote from within when the opportunity presents

itself,"

-Kathryn Tyler

Following are some instances in wbicb, exjKirts say, HRmigbt decide posting is not necessary:• If an employee h;Ls been working successftilly as a tempo-rarj' in tbe position fbr montbs and it would be unjust to putsomeone else in that slot, then it would make little sense toseek resumes from other candidates.• If only one person in the company has tbe technical skills orknowledge required to do the job—in eflfect, tbere would be no

August 2007 HRMagBzlDs 51

internal competition for it—it would not make sense to post it."Everybody knows wbo will get that job." Santry says. "So whygo through tbe farce of posting" and intemevving multiplecandidates? Sometimes employees dislike a decision to pro-mote a person without posting tbe job that represents tbe pro-motion, be continues, "but tbey respect it. Employees don'twant the company playing games either."• If an employee has sueeesshitly expanded a job's impact, in-fluence and responsibilities, a promotion without postingwould be warranted. When "you have an incumbent in a posi-tion wbo has taken it on his own to upgi'ade the job and growit into something more," says Brooks, "it is fair, reasonable andappropriate to reward tbe person witb bigher pay and a differ-ent title. Congratulate the person and publicize it as an incen-tive to others."

Spreading the NewsOnce a decision has been made, announcing a promotion is anexereise in diplomac\- and careful timing. Although the hiringmanage)' sbould deliver the news, the HR professional needsto be involved in composing tbe message and timing its re-lease, says Matthew J. Paese, \iee president of executive solu-tions for Development Dimensions International, a trainingand selection organization in Pittsburgh. "Keep communica-tions to a minimum," he adds. "The fewer stages, tbe less leak-ing of information there will be."

In announcing apromotion, 'the bigger

the splash, the better/

First, make sure tbe selected individual will take tbe job.Only then should the manager inform those who were not se-lected.

After the promotion has been accepted, Santry continues,"we get back to those wbo were intei-viewcd and not selected.We don't tell them wbo it is, just tbat tbey aren"t selected."Don't send an e-mail or a fonn letter, however. A visit or a per-sonal phone call show respect for the other candidates.

Be tactfiil in telling candidates that tbey were not selected.Tiy to avoid discouraging tbem—and perbaps causing them tohead straight for your competition. Encourage them to contin-ue to grow at your company and be ready wben the next pro-motion opportunity comes along. (See "Helping Tbose WhoDon't Make the Cut" on page 50.)

Scott Eblin, a former HR executive and founder of Tbe

^ Online ResourcesFDr additional resources on pramotingfrom within, see the online version ofthis article at WAhrmagnzine/07Augu5t for links to:

• An HR Maga fne article on internalselections.• A SHRM white paper on subjectivehiring and promotion criteria,

• A SHRM white paper on internalrecruiting.• A SHRM article on intranets' influ-ence on internal mobility.

• A SHRM toolkit on internal-transferspolicies.• A SHRM toolkit on internal postingiind transfers.

Eblin Group, a Hern-don, Va., firm thatprovides executivecoaching for newlypromoted leaders,says that in communi-cating with those notselected for a particu-lar job, "I always erron the side of'Wiiat istbe dignified ap-proach? Wbich ap-proacb leaves peoplewitb as mucb dignityas possible?' If youcan give somebody' a

heads-up on a promo-tion they tbought tbey were a candidate for, tbat gives themtime to gather themselves so they can be gracious" when thepromotion is announced.

At tbis point, HR needs to consider timing. Key peopleshould be informed in advance, of course, but not so far abetidtbat word leaks out prior to the oilicial announcement. One tothree days' notice is suttlcient. And remind those key people tokeep tbe information confidential until the otficial announce-ment. Says Santn': "If" we're going to do a promotion an-nouncement on Friday, we will talk to key constituents onThursday. Tbe ediet is: 'No surprises.'"

After tbe stage is set, "the bigger tbe splash, the better,"Berman says. "If the organization is Irjing to promote a cultureof advaneement and opportunit\; it's critically importiuit tlieseoccurrenees are well-publicized to encourage others."

Tbe public announcement may be done in stages—tbeiunctional department first and tbe rest of tlie company after-ward—or all at once.

HR's Overall ResponsibilityThe HR professional is the navigator of the promotionprocess: helping employees design their eareer paths, clarify-ing managers' expeetations, drawing boundaries for postingand announcing, and charting new career courses for tbosewho ai'en't promoted.

"Many HR people see promotion as tbeir arena," Gebeleinsays. "But decisions about talent are made by line leaders andfunction leaders. Tbe job of HR is to help the leaders makebetter decisions.

"HR needs to take tbe role of linking strateg\' and talent sotbe talent can become a strategic comi)etilive advantage." QD

KATHRYN 'IVT.FIR IS A I'RRF.IJVNCK W R I T E R AND F O R M E R HR GENERAL-

IST AND TRAINI;R IN W I X O M , M I C H .

52 HHHagazlDe August 2007