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I would highly recommend the
organization develop, issue, and administer policies and procedures for
their promotion process (HRM, 2012). This is to ensure everyone knows
and understands what the organization expects and authorizes for
promotions. Without proper guidance, those with the authority to grant
promotions will take advantage of the lack of guidance and come up with
their own rationale on who and why someone should be promoted. I have
seen this first hand by serving as a HR Advisor. I was responsible for
providing guidance to senior managers and employees on procedures for
interviews, performance evaluations, bonus exercises, promotions, and
career development. I had to ensure processes were fair and equitable,
check for data integrity, communicate timelines, identify discrepancies,
and train managers and employees on the agency’s performance management
system. Part of my role was also leveraging management and employee
expectations. I’ve seen cases where managers tried to promote their
‘friends’ even though that person did not demonstrate the proper
competencies to function or perform at the next level. This is an
unethical and unfair practice. Employees should be rated/evaluated by
the same criteria and competencies that match the next performance level
in their field (The HR Specialist, 2016). This is something I’m
passionate about since I have observed this unethical behavior and had
to enforce policy on some very senior managers (who should know better)
in my agency. Fair is fair and right is right. Ok, I’m off my soapbox
now on this subject. 🙂

The HR Specialist. (2016). Choosing Employees for Promotion: A 6-Step Legal Process.

Retrieved April 20, 2016, from

http://www.thehrspecialist.com/4612/Choosing_Employees_for_Promotion_A_6_Step_L

egal_Process.hr?cat=tools&sub_cat=white_paper

Human Resource Management. (2012, April 24). Promotion and Demotion – Short brief.

Retrieved April 20, 2016, from http://www.hrwale.com/general-hr/promotion-and-

demotion-short-brief/