HR EMPLOYEE PROMOTION POLICY

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EMPLOYEE PROMOTION POLICY OBJECT Appointment to a position requiring higher qualifications such as greater skill or longer experience and involving a higher level of responsibility, a higher rate of pay, and a title change is considered a promotion and will be classified as such in all personnel documents. Promotions will be made with regard to the race, color, sex, religion, age, ethnic origin, or disability of the employee. WHICH CLASSIFICATION OF JOBS IS COVERD UNDER THIS POICY? 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: a. b. c.

Attendance and work records Performance evaluations Letters of recommendation from former supervisors

SHOULD ALL INTERNAL CANDIDATES BE CONSIDERED BEFORE RECRUITING EXTERNALLY?

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. * Make decisions without giving employees an opportunity to express interest. * Summarily dismiss an employee's interest in a promotion opportunity. 1

* Tell employees that they would not be considered because of such generalizations as "It's a man's job" or that they would not like the environment of the new job because "It's male" or "It's white." * 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. * Evaluate on such subjective measures as attitude. WHAT CANDIDATE EVALUATION AND SELECTION TECHNIQUES WILL BE USED Maintain records of promotions according to protected groups. 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. Maintain accurate logs of attendance and tardiness. 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. HOW WILL PROMOTION OF INDIVIDUAL BE COMMUNICATED

A classification of the individual’s existing position as a result of the individual performing duties at a higher degree of responsibility