Professional Documents
Culture Documents
OBJECT
The head of the employing department is responsible to select the most qualified
applicant for the position. In evaluating current employees for promotion, the following
factors will be considered:
Internal employee of the organization also be considered for the recruiting, internal employment to qualified
candidates through intradepartmental and interdepartmental promotion whenever possible. The criteria used
when considering employees’ qualifications for promotion must be fair and unbiased, and all organization
employment policy requirements must be fully met and documented. Employees are to be considered for
promotion regardless of age, sex, race, color, national origin or physical impairment.
IF TWO CANDIDATE ARE JUDGED TO BE EQUALLY QUALIFIED WHAT CRITERIA WILL BE USED TO
SELECT THE ONE FOR PROMOTION
Conduct performance evaluations on all employees on the basis of written specifications and standards
related to the job. The appraisal should also be in writing. Schedule meetings with individual employees
so they can review and sign their evaluations.
Performance appraisal graphic rating scale, 360 and critical incident. Individual ranking method
WHO WILL BE RESPONSIBLE FOR COUNSELING THE CANDIDATE WHO ARE NOT SELECTED FOR
PROMOTION
Train supervisors to keep a diary on employees' work performance and behavior. This can assure that
employees are not measured on the basis of most recent actions, either good or bad, that the supervisor
remembers. and the employee who are not actively participate in the activities organized by the
organization,
There are also some actions that you should avoid in selecting employees for promotion. Most important,
you should not:
* Base promotion decisions exclusively on the supervisor's visual observations and comments without
reference to objective documented factors.
* Use educational levels as criteria for promotion unless specific educational requirements have been
professionally certified as related to the job.
* Maintain the status quo if statistics reflect underutilization of minorities and females at higher levels.
* Make promotional decisions without input from employees on their particular interests.
Train supervisors to keep a diary on employees' work performance and behavior. This can assure that
employees are not measured on the basis of most recent actions, either good or bad, that the supervisor
remembers.
Develop a system to alert employees to promotion opportunities as well as to give them an opportunity to
state their interest in openings of which they become aware.
WHAT STEPS WILL BE TAKEN TO INSURE THAT PROMOTION ARE MADE ON A NONDISCRIMINATORY
BASIS
Provided there are no discriminatory elements involved, an employer may establish preferences for
considering candidates for promotion on the basis of documented, objective criteria. For example, a
preferential listing might apply in this order: to employees in the work group where the opening exists;
in the department where the opening exists; in related occupation groups outside that department; and to
those in any department whose training, experience, education, and seniority would seem to warrant
whatever expenditures may be required to qualify them for a higher position.