When I was actively recruiting people, candidates asked about career development and promotional opportunities. Good questions, but hard to answer in the abstract; even an answer like “as far as you want and are capable of going” sounds wishy-washy. Realistically, most companies promote from within – even if an employee may not have all the skills and attributes desired, you already know them, they already know the company’s culture, practices, policies, and expectations, and it sends a positive statement to others. Many companies have succession plans that, in my humble opinion, are mostly for senior level positions. I think it appropriate to post mid-level management openings internally to see who might be interested – with training, promoted employees usually meet company needs with little disruption. With a robust program like that, employees will take pride in how far they’ve come, and have faith in how far they can go. While new leaders often like to bring in some key reports they’ve known and worked with elsewhere, it’s best to limit that practice to only those instances where there are no available employees. These are the kinds of policies and practices that build organizational depth and promote staff morale and loyalty. The kind everyone can appreciate and be proud of today.
Christian Daa Larson (1874–1954): American New Thought leader and teacher, as well as a prolific author of metaphysical and New Thought books.
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