It’s not unusual for a technically skilled and experienced worker to be considered a candidate for promotion to supervisor or manager. But for that employee to succeed in the new position, the employer must provide appropriate and adequate training.
A survey of about 6,000 managers and employees in the U.S. and Canada reveals that only about 40 percent of them knew how they could increase their salaries or bonuses.
Managers are frequently faced with the possibility that their promotion decisions will result in negative fallout … especially if there are two or more potential candidates and only one position to be filled.
Accurately and fairly assessing employees’ job performance has always been
a hard task. The main reason for that is finding enough performance "metrics"
to build a foundation of objectivity around a performance-grading process that
many workers (and their supervisors, too) often complain is subjective.
The use of ranking systems to decide who gets laid off is drawing more flack these days. Top-to-bottom rankings can seem arbitrary or discriminatory and callous in the face of popular management doctrine that almost any worker is salvageable.
The employee measurement technique called 360-degree feedback has been around for 20 years or more, but there’s still little consensus as to when, why, and how it should be used.
