Changing a Promotion System

Changing a Promotion System

Gwen Cooper

BUSI 643

Professor Amy Puderbaugh

Liberty University

Changing a Promotion System

Introduction

According to Jon Younger, PhD, a principal of the RBL Group, and director of the RBI, Institute for Strategic HR, Norm Smallwood, M.O.B., co-founder of the RBL Group, a director of the RBL Institute for Strategic HR, and author in the area of leadership development and human resources, and Dave Ulrich, PhD, a professor of business at the Ross School of Business, University of Michigan, and the executive director of the RBL Institute for Strategic HR, the qualities of a good organization is the power and aspiration to cultivate and develop their employees. These type companies have the ability to be "branded as talent developers" and "retain employees who have the skills" (Younger, Smallwood, & Ulrich, 2007) that the organization desire.

Likely cause of CSD's problems

Taking opportunity to develop employees demonstrates self-assurance and interest for the future of the company. Thus, these type companies have a talent development and training program for building skills that benefit the organization in many ways (Younger, Smallwood, & Ulrich, 2007). For instance, a training or development program at Bioglass, Inc. could have prevented employee low morale that was a result of being Tom's ill-equipped. Nonetheless, it appears that the measurement method utilized by Bioglass has been one of relying on a system that "lacks sound judgment" (Heneman, Judge & Kammeyer-Mueller, 2012). According to Heneman, this method is a subjective measure and is often influence by the rater's personal judgment. As a result, this can be the cause of CSD's problem.

Before discussing Tom's difficulties regarding his promotion, let's take a moment to understand the commercial sales division initial problem. One of their issues is lack of succession planning; according to Heneman (2012) succession plans are built upon replacement plans and tie directly into leadership development. The commercial sales division search within the organization would have been more successful in searching for the right skill set for the position. Although Tom was successful as a salesman, a measurement of other skills should have been considered. Most companies with a successful succession plan "identify the skill sets" (Korn, 2013) they would like for the next leader to possess, if the talented individual is in-house, the employee is selected and properly trained with the proper skills, knowledge and abilities (Korn, 2013).

Future Promotional decisions

Nevertheless, Tom's faced difficulty in a few areas; for example his leadership skills, in order for a leader to be successful a company must understand that the skills of a leader and the skills for a subordinate promotion are quite different. "The process of becoming a talented leader requires time, experience, hard work and, quite often, expert assistance from a mentor or coach" (Freedman, 2012). Consequently, if Bioglass, Inc. had a system for training employees for the next level, Tom would not have experience such difficulty in the manager role. Although an in-house selection cost effective, the morale and performance of Tom's group could be more costly.

However in the future CSD, and Bioglass should consider a better method for training current employees for the next level. One option to consider is the "logic of prediction, which holds that indicators of a person's degree of success in past situations should be predictive of how successful he or she will likely be in new situations" (Heneman, Judge & Kammeyer-Mueller, 2012). Yet in this method KSAOs must be accurately measured, assessed and evaluated. Accurately measuring KSAOs will assist the organization with an additional screening approach in making a better decision in selecting the right candidate.

Equally important is determining the requirements for the new position; in the future to determine the requirement for the position, Bioglass, the CSD with the involvement of human resources and the hiring supervisor should develop job specifications by performing a job analysis and creating a job description. In the job specification the company should be able to identify the most important experience, knowledge, skills, abilities and other

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