Side­ways pro­mo­tion a good thing

The Weekend Australian - Travel - - Career One -

FLAT­TER man­age­ment struc­tures have elim­i­nated a key re­ward sys­tem for tal­ented em­ploy­ees, says global psy­cho­me­t­ric as­sess­ment leader SHL.

‘‘ The cor­po­rate lad­der has be­come re­dun­dant,’’ says SHL di­rec­tor of pro­fes­sional ser­vices Ray Glen­non. ‘‘ Ver­ti­cal pro­mo­tions are now less fre­quent and man­age­ment po­si­tions more de­mand­ing. How­ever, em­ploy­ees’ ap­petites for pro­mo­tion have not been re­duced.’’

Side­ways pro­mo­tions can be use­ful to re­tain tal­ent, Glen­non says. Skills as­sess­ment can be done to see if tal­ented pro­fes­sion­als will ben­e­fit from func­tional ex­pan­sion, or a move to an­other de­part­ment that un­locks their po­ten­tial.

‘‘ Many em­ploy­ers mis­tak­enly as­sume a high-per­form­ing em­ployee will also be a high­per­form­ing man­ager. But an em­ployee’s man­age­ment po­ten­tial is af­fected by more than past ex­pe­ri­ence and qual­i­fi­ca­tions,’’ he says. ‘‘ Rather than just pro­mote and hope for the best, side­ways pro­mo­tions pro­vide op­por­tu­ni­ties to train and de­velop fu­ture lead­ers with less risk to the or­gan­i­sa­tion.’’

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