NORMS OF PROMOTION POLICY
Promotion policy is in the interests of employees as well as organization. The policy should be well laid out with logical norms and it should be made to understand by all the employees. If this is not planned properly there will be heartburn among some employees leading to high attrition rate. This may ultimately lead to recruiting new employees which will result in loss of time in their training and additional costs.
Promotion policy may contain the following guidelines:
1. The percentage of vacancies to be filled by promotions and external recruitment in each job family at different levels, in each department, region and the basis of promotion shall be merit, seniority or merit cum seniority. The norms to judge merit, tests to be used to measure merit and potentiality, norms to measure the seniority on the job in the department, in the organization etc. Clear cut guidelines should also be framed for computing overall seniority
a. When the employees work in different jobs, departments, organizations on deputation, lien
b. When the employees avail themselves of the different types of leave facility. The reasons for an employee must be assessed properly by the line manager or superiors. If an employee is a habitual leave taker or frequently takes sick leave then his chances of promotion must be reviewed as he or she may not be in a position or capable of taking higher responsibility.
c. When employees are suspended on disciplinary grounds and when retrenched employees are taken back. Seniority should be clearly specified whether it is job seniority, departmental seniority, zonal seniority or organizational seniority.
2. The weight age to be given for merit and seniority if the basis of merit-cum-seniority will be followed or promotion. Other criteria to be taken into consideration in case two or more employees are assigned the same rank
3. Promotion policy should contain the groups of jobs with same job requirements, class of the jobs based on the level of skill requirement.
4. Establishment of clear cut promotional channels from one level of job to another, from one department to another, one unit to another and from one region to another. Necessary qualifications, level of performance on the present job, level of potentialities to be possessed by employees to be considered for promotion.
5. Mode of acquiring the new skills, knowledge and facilities offered by the organization like guidance by superiors, training facilities, leave facilities for acquiring higher academic qualifications, facilities to attend management development programs in home and foreign countries etc.
6. Promotion policy should also contain alternatives to promotion when deserving candidates are not promoted due to lack of vacancies at higher level. The other alternative is merit promotion. Under this, all the deserving candidates who could not get promotion due to meager promotional opportunities may be re-designated and sanctioned the pay of a higher-level job. This is close to the merit promotion scheme introduced in the Indian Universities and colleges. However, the vertical organizational structure solves the problem of meager promotional opportunities to a certain extent.
7. Provision should be made for immediate relief of the promoted candidates by their present superiors or heads of the departments.
An organization should keep complete personnel data and make it available to the line managers, who make the decisions regarding promotions. Though all the line managers make the decisions, there should be a central agency for coordination . Promotions initially may be for a trial period so as to minimize the mistakes of promotion. Promotion policy once it is formulated, should be communicated to all employees particularly to the trade union leaders. Promotion policy reviewed periodically based on the experiences and findings of the attitude and morale surveys.