Deserving of a Promotion at Work

Periodic movement to higher levels on a job hierarchy is the wish of every employee. It signifies appreciation to employees’ contribution to the success of organisations. Promotion on the job boosts career development of staffs and prepares them for more challenging roles. More importantly, promotion is a trust being bequeathed to deserving employees by management.

Many will wonder how getting a promotion at work becomes a trust. Promotion comes with greater responsibilities and more strategic roles. It is expected that jobs will be carried out more diligently and clients are attended to in a more professional manner. This is why it is not everyone that gets promoted. A rise in job level is a testament of the trust organisations have in promoted employees. Succinctly, only trusted employees get promoted at work.

“To whom much is given, much is expected” is a common expression most parents say to their wards. In order to justify the huge amount paid in school fees, it is important the children do well in school. As the schoolboy moves into the next class, the Maths’ lessons will transform from a simpler Algebra to the more complex Calculus. Likening the classroom to the workplace, job promotion translates to an increase in income to employees while it puts a dent on organisations’ profit (not in all cases though). It then becomes pertinent that promoted employees justify the additional income by upping the ante.

Apart from career development, employees have their bills to settle and families to cater for. It is imperative for employers to appreciate these important elements in the lives of their staffs by according them duly deserved promotions. One may be quick to cite recessions and dwindling sales as stumbling blocks to job promotion even when it is deserved. However, it is worth reminding business owners that a happy employee is a productive employee. Promotion at work with attendant increase in income makes every employee happy.

Despite derivable benefits, some organisations are apathetic towards staff motivation through job promotion and pay rise. In these companies, promotion exercises are designed across an elongated hierarchy on a tenured basis. A fresh graduate spends like a year on probation, two as a Supervisor and another two as a Management Trainee. The managerial position is divided into Assistant, Deputy and Substantive manager roles. The upper echelon is made up of Senior and Principal Manager. Employees spend an average of four years on each of these job levels.

Having a complex and elongated organisational structure like the one described above deters highly skilled potential employees. Existing staffs will be demotivated and might be forced to get their career back on track elsewhere. Employees that decide to stay will become complacent and resistive to innovation.

It’s a win-win situation for employers and employees if promotion exercise is done regularly and deservingly.

Bashir Mudi Baba can be engaged on Twitter @El_De_Bash


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