Promoting Good Business: Methods to Support Employee Development and Encourage Loyalty
Author: Cheryl Rivera
Author: Cheryl RiveraAll organizations with multiple employees face the same dilemma when it comes to promotions, motivation, and career paths. This dilemma involves supporting employees with their professional development within the organization. Employees need incentives to excel in their positions and continue to learn and achieve great success. It is in each organizations best interest to select people who are well-qualified and will maintain loyalty and longevity with the organization. The problem arises when well-qualified employees are competing against outside individuals offering varying experiences and higher levels of education. Organizations that deny qualified employees the opportunities to promote will have employees with poor morale and lacking motivation. Having little opportunity for upward mobility in career paths could result in losing good and loyal workers. However, promoting onboard employees denies the company the opportunity to acquire new, well-qualified, outside talent. There are ways businesses that desire to promote onboard employees into higher positions can better prepare their employees to be competitive against outside competitors. There are also methods companies can utilize to boost morale when new hires are necessary and award loyalty. When a company hires an individual to fill a certain role in the organization, it is expected that employee will gain experience and expertise using the skills he or she has at hiring. Often, businesses will promote and even subsidize training to enhance the skills of employees in their respective positions. This can be through stress management courses, classes in software, and anything from skills of a great secretary to skills of the business professional. It is relatively common for organizations to spend time and resources, or otherwise expect their employees to spend time and resources, to enhance their skills and improve in efficiency in their current positions. The more employees know about their jobs and new technologies that enable them to do their jobs, the more it benefits the businesses they work for. This practice, however, rarely affords employees an opportunity to acquire new job skills outside of their current position. Ultimately, while employees are training to get better at their current positions, someone else is training for the positions to which they might want to promote. Regardless of the stipulations companies may decide to place on the perk, opportunities to receive training above current positions should be offered to employees as well. Businesses may opt to require an employee receive a superior performance rating for two consecutive years before committing company resources to fund such training. It is imperative, however, that businesses realize the only way employees will gain the qualifications necessary to promote is by offering opportunities to learn those skills. Organizations may select to identify specific training media or certain positions for which they want to enhance their pool of candidates. Other factors to consider when offering training toward promotions may be the quantity of positions available, overall competition for the positions when open, and technical training required. Additionally, companies should consider initiating mentoring or in-house training programs. Also, the assignment of collateral positions, such as backup or standby, to encourage employees to seek out positions of interest, learn the job and even perform the job duties in the absence of incumbents, is an excellent way for employees to gain needed skills. Some positions may need to offer several backup opportunities, depending on interest in the position. In an effort to avoid grooming specific employees, rotating these opportunities among employees, even to employees with no current interest in promoting, is an option. Ultimately, company training should not restrict employees to only enhance their current positions. In a business that wants to promote from within, training employees for the positions they hope to achieve in the future is a great way to give them an advantage. Some options that are great starts are like those offered by Odyssey Seminars (odyssey.eventbrite.com) and include the basics. These focus on getting hired and promoted, examine resume writing, and enhance interview skills. Better options are more job specific and might include basics of preparing a balance sheet, balancing a budget, how to prepare schedules and rotate employees to cover positions, space planning for offices or buildings, marketing methods, research and development techniques utilized in the company, and customer/target analysis. Essentially, almost any course designed for in-position employees that can be simplified to entry-level is a fantastic option for employees that desire to promote into those positions. In taking courses which are designed for higher level employees, promotion candidates may not only acquire new skills, but may also be fulfilling specific job prerequisites. For example, an individual interesting in a job working on computers may have an opportunity to become certified in C++ programming. Ultimately, being C++ certified may be more than just a preferred skill, but a requirement for anyone to be hired into a technology based position. An employee would definitely benefit to achieve this certification, which leads me to my next recommendation. Businesses that desire to promote from within should provide to all employees, the job descriptions and core skills necessary to be qualified for higher positions. For instance, core skills and training to be a GIS Analyst are provided at the Geo Community website (located at geocomm.com.) The information provided in the list advises prospective employees of the training and skills, both technical and with people, which will help get them hired into the GIS Analyst positions they desire. This is a prime example of the type of information businesses need to provide to their employees regarding higher ranking and higher paying positions. Across the board, employers need to advise employees of the skills they should be acquiring to qualify for desired positions. The standards and skills should be the same regarding qualifications of on-board employees and new outside hires (meaning everyone is held to the same standard). This is already in practice in Canada with the National Occupational Standards and the Canadian Food Industry Council (CFIC). As reported in the Canada NewsWire, according to Cheryl Paradowski, Executive Director of the CFIC, National occupational standards define the skills, knowledge, and attitudes that an individual needs to perform competently in a given occupation. It is a tool that can help employers to set their employees up for success by clearly defining responsibilities and expectations. (Anonymous, 2008). While the guidelines established by this council clearly benefit employees in their current positions, it also makes the information available regarding positions they hope to attain in the future. Although this article is dealing specifically with food retailers, an application to any business in any market would be extremely beneficial to employees. By keeping the information as privileged within each company, current employees would automatically gain an advantage. Outsiders may not be informed of a need to know specific programming before a job opening is announced. On-board employees not only have the opportunity to know which specific programming skills are required to fill certain jobs, but have the time to acquire those skills before any openings exist. Within a company, the skills necessary to fill specific jobs should be made readily available. There should be guidelines established for all positions regarding promoting, including substitutions. If loyalty to the company is a factor and will be considered, it should be outlined exactly in what way. For example, an employee with ten years on-board may qualify out as having a bachelors degree for certain positions. Obviously if the minimum requirement for a position is a masters degree, that individual would need to actually have an undergraduate degree and continue their education to acquire the advanced education, unless another substitution for a masters degree is observed. It needs to be addressed that not all employees want to promote. Additionally, not all employees that want to promote have the personality to work in certain positions. This leads to an issue that organizations definitely need to address. I recommend businesses that want to encourage promotions over new hires also provide training or professional counseling to manage the aspirations of employees. As written in Businessline, employees need to be encouraged to achieve their career best, and this does not always mean promotions into management or elsewhere. Some employees may need guidance in matching their aspirations with their abilities, even when given opportunities to enhance their education and training. Each employee will not have leadership skills, therefore promoting them into management simply because they have acquired a specific skill set and shown loyalty is not advisable. Unfortunately, this does not mean that these employees do not consider themselves highly qualified to work in management and have made that their goal. (Anonymous, 2008). Even in businesses that desire to promote and have supported their employees as recommended here, there are times that personality, work ethic, leadership qualities, organizational skills, and fairly evaluating the work of others simply cannot be taught or improved upon. In these cases, a new hire may be in the best interest of the business. When this happens, there are sure to be upset employees who have worked towards the denied promotion. That is why it is important to help employees set goals that they can achieve based on their values, personalities and skills at present. Personality qualifiers, ability to work on a team, providing constructive criticism, and other traits of qualified managers need to be fairly assessed. Some employees might need to be directed toward more attainable career goals before resources are expended. When the time comes and on-board employees must be bypassed for promotions and a new individual is hired instead, the resulting backlash can be disruptive. Morale can suffer, as could productivity, interest in working toward professional improvement, customer service, and feelings of loyalty to the company. Businesses need to prepare for the impact that bypassing promotions for new hires can cause. One of the most important things decision-makers must do is communicate directly with the bypassed employees and clearly explain why they were not chosen. Provide specific information about what they can do to better qualify next time, whether it be higher education, working on leadership skills, building better working relationships on team assignments, or meeting deadlines. Care should be taken to not stir up negative emotions. (Saunderson, 2009). Avoid using accusatory language, speaking on behalf of others, and putting the employee on the defensive. Statements such as, You were not selected because most of us think you are hard to get along with will only result in bad attitudes and hurt feelings. Instead, offer a recommendation to courses that can improve communication skills, teamwork, and professional demeanor. One of the best ways to mitigate the backlash is to have an established system to award loyalty to the company. A great example of this is the grade and step scale of compensation utilized by the federal government. (opm.gov). Each year awards employees with a step increase, grade increase, or accumulative time towards higher steps or grades, depending on their current levels. (Steps 1-3: annual; Steps 4-6: every 2 years; Steps 7-10: every 3 years). Each of these increases means higher wages. Additionally, while employees may be bypassed for promotions, other incentives can keep them loyal and in good spirits regardless. For instance, once they are employed for 5 years, the company can compensate them for half or all of their parking expenses. One common incentive to encourage longevity with companies is to offer more vacation time to long-timers. Employees that have been with the business for 5 years may be able to earn one and a half times the vacation time as newcomers. At 10 years, maybe they earn vacation time at twice the rate as newcomers. Other options that can be incentives and awards for company loyalty include increasing company contribution to health insurance costs, annual bonuses, catered lunches, dress-down days, flexible scheduling, and options to telecommute once or twice a week. (Anonymous, 2009). Each perk is one more reason employees who are otherwise unhappy with not receiving a promotion will still consider their current employer worthy of their loyalty and professionalism. The more generous or substantial a perk is, the less likely it can be found in employment elsewhere. This will continue to foster loyalty to the company even when outside hires are selected to fill management and other desired positions. When an internal candidate is not selected to fill a position, managers should attempt to learn whether the reason for attempting promotion involves more than professional aspirations. While it may be reasonable to assume that everyone wants to promote for the power, money, or prestige, there are other reasons that exist. These other reasons may need to be addressed and in so doing, may alleviate the disappointment of that particular employee. For instance, an employee may apply for a different position or promotion because they have a need to remove themselves from their current work environment. Perhaps a co-worker, or even their supervisor, has created a negative work place for them and the promotion was their way-out. In cases such as this, when the promotion is not an option, perhaps reassignment should be considered. (Anonymous, 2009). The creation of an Employee Assistant Group or Program could also help individuals deal with a difficult work place without forcing them to leave a position they may otherwise be well-suited for. Such a program might offer counseling for personal or professional issues. Management should be open to recommendations from counselors of the program to move employees or otherwise adjust working situations so they can continue to be productive, but also happy in their current positions. The dilemma businesses face when it comes to deciding to promote or hire someone new is common. It is a subject of interest to employees as well, who know their competition is training for the higher paying jobs, while they continue to improve their skills for the jobs they already have. Supporting promotions for internal applicants is a must for organizations that desire to foster a productive work environment and keep morale high. Additionally, rewarding loyalty and longevity with promotions, as well as other benefits and perks, can keep qualified employees in positions for which they are well-suited. Numerous options are available for businesses to help enhance the skills of their employees and enable them to compete at higher levels. The potential for a positive impact on professional development in numerous specialties is paramount. Even in businesses where new hires are selected, there are methods of showing appreciation to employees that have been loyal to the organization that can mitigate the negative backlash. The assessment of employee aspirations and appropriate training to acquire new skills will surely benefit the individuals and the business as a whole. In the end, the right person for any position should compliment the internal culture of the organization. (Cassano, 2009). When someone is already part of that culture and is qualified to fill the role, businesses should not hesitate to promote them. There is no better way to support your employees, encourage them to improve professionally, and develop a diversely-talented staff. REFERENCES Anonymous. (April 2008). Now Food Retailers can Train to a National Standard for Free! Canada NewsWire. Retrieved 11/8/09 from ProQuest Direct Database. Anonymous (September 2008). 66:Managing Employee Aspirations. Businessline. Retrieved 11/8/09 from the ProQuest Direct Database. Anonymous (December 2009). How to Hang on to Your Staff. CanWest News. Retrieved 11/8/09 from ProQuest Direct Database. Anonymous (March 2009). Consumers is Good but Strange Place to Work. Consumers Energy Reviews. Retrieved 11/8/09 from www.glassdoor.com/Reviews/Consumers-Energy-Reviews-E14959.htm Cassano, E (November 2009). The Right Hires. Smart Business Los Angeles 5 (5) 7. Retrieved 11/8/09 from ProQuest Direct Database. GeoCommunity Staff (1995-2009). What Skills Does a GIS Analyst Require? Retrieved 11/08/09 from http://careers.geocomm.com/resources/gisanlystskills.html Saunderson, R (October 2009). 10 Ways to Keep Morale Up. Incentive Online Column 183 (10) p.90. Retrieved 11/8/09 from ProQuest Direct Database. Odyssey Seminars (2009). Odyssey Seminars Presents: Get Hired, Get Promoted, and Accelerate Your Career. Event Details, 11/14/09. Retrieved 11/8/09 from www.odyssey.eventbrite.com/ www.opm.gov ARTICLE by: Cheryl H. Rivera, author and webmaster, http://www.RestaurantReferral.com">Restaurant Referral Advantages Of Pre Engineered Steel Buildings How Do Current Mortgage Rates Affect You? 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