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8/2/2019 Promotions & Succession
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M S . A S H I T A C H A D H A
Promotion and Succession
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Internal/External Mobility
The lateral or vertical movement(promotion,
transfer, demotion or separation) of an employee
within an organization is called internal mobility.
Some employees leave the organization for reasons
such as better prospects, retirement, termination etc.
Such movement is called external mobility.
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Reasons for Internal Mobility
Improve organizational effectiveness
Improve employee effectiveness
Adjust to changing business operations
Ensure discipline
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Transfer
Definition:A transfer is horizontal or lateral
movement of an employee from one job, section,
department, shift, plant or position to another at the
same or an other place where his salary, status and
responsibility are the same.
A transfer is a change in job assignment at the same levelof hierarchy, requiring similar skills, involving similar
level of responsibility, same status and pay.
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Purpose of Transfer
To meet the organizational requirements
To satisfy employee needs
To better utilize the skills of the employee
To make the employee more versatile through job rotation
To adjust the workforce
To provide relief
To reduce conflicts
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PROMOTIONS
Definition: An upward advancement or movement of
an employee in an organization from current job to
another, which commands better pay, better status and
prestige and higher opportunities and challenges,
responsibility and authority, better working
environment and facilities and a higher rank.
Promotion has an in-built motivational value, as it
elevates the status and power of an employee within an
organization.
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Purpose of Promotion
1. To furnish an effective incentive for initiative, enterprise
and ambition
2. To conserve proved skill, training and ability
3. To reduce discontent and unrest
4. To attract suitable and competent workers
5. To suggest logical training for advancement
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Types of Promotions
Merit Based Promotions based on superior performance in
the current job.
Advantages- Motivates to work hard, improve knowledge, skills and contribute to
organizational efficiency
The employer focuses attention on talented people, recognize and
reward their contributions
Inspires other employees to improve their standards of performance
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Failures of the system to deliver the results
Not easy to measure merit-personal prejudices, biases etc
Younger employees can get ahead of senior employees
leading to frustration and discontentment
Past performance may not guarantee good performance in
another job
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Seniority Based Promotion
Promoting employees on the relative length of service in the
organization. Its a measure against favoritism, discrimination and
subjective judgement.
Limitations-
The assumption the employee learns more with length of service is not
always true.
It de-motivates the competent employees.
Employees do not show interest in enhancing skills as there is no
promise of fast growth.
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PROMOTION POLICY
It should be fair and impartial
Promotion should be a planned activity
It should provide equal opportunity for promotion in all categories of
jobs, departments etc
It should contain clear cut norms and criteria
Appropriate authority for making final decision
It should contain reinforcing future chances in minds of rejected
candidates
Preferably selection for higher positions internally
Balance between seniority and merit
Promotion policy should be transparent
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Judging employees for promotion
Margin of performance-he managed to perform or has some
reserve left
Flexibility or versatility-has restricted field or can he perform
on many jobs
Intelligence-how does he think for decision making
Motivation-what are his wants
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Succession
Succession management is used to examine existing
managerial talent in light of future competencies and future
business needs and challenges.
Right talent should be available when needed with the
appropriate experience and development required for
higher level jobs.
It focuses on creating a pool of candidates with high
leadership potential.
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Succession Planning
It ensures that planned training and development of the
potential employees takes place.
Employees identified are nurtured, trained and developed
for future leadership roles.
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Succession management activities:
Identifying the shortage of leadership skills and defining the requirements-
Executive competencies and skills for various levels are determined.
Identifying potential successors for critical positions- People with the
requisite talent move into senior leadership roles.
Coach and groom the selected employees- Enriching developmental
opportunities must be given to them such as handling important projects
Secure top managements commitment and support- Consistent supportand direction help in assessment, training, development and retention
programmes