Precast Inc. - November/December 2008 - (Page 52) BOOTH 1602 THE PRECAST SHOW performance review process. “When approaching people with the idea of grooming them for advancement, take into account that some of them may not be interested in moving up, and you have to respect that,” he says. In these instances, you may take them out of consideration for advancement, but be sure to continue to pay attention to them and continue to coach them so they can excel even more in their current positions. When you have found people who are interested in advancement, follow up with them with frequent feedback throughout the year. “Let them know where they are doing well, and also suggest areas where you feel they can improve,” suggests Buys. Contacos-Sawyer offers another recommendation: During performance appraisal time, ask employees what they feel is the next logical move for them, and then ask them what they think they need in order to get there. “You should discuss with every employee where they see themselves a year from now, three years from now and five years from now,” she says. “Also ask them what skills and experience will they need to succeed in reaching those goals.” As Buys noted, some employees don’t want to move up. “They just want to stay current with new procedures related to their existing jobs,” says Contacos-Sawyer. “There is nothing wrong with this.” Ditcher agrees. “It is important to realize that there are a lot of people who aren’t interested in being promoted,” he says. “They are content coming to work every day, doing their jobs, getting their paychecks and going home.” One question executives at Firebaugh Precast ask everyone, all the way from new entry-level employees to senior managers, during annual reviews is, “Where do you see yourself in one year, two years, five years and 10 years?” They also ask, “Is there a job you are currently not doing that you would really like to see yourself doing at some point?” This has two benefits, according to Lindsay-Brisbin. First, it gets the employees thinking about the future and how they might want to advance in the organization. “Second, it lets us know what they are thinking and what their goals and aspirations are,” he says. “For example, we may find that we have a plant guy with a passion for sales. All he’s looking for is the right training and opportunity.” Considering more than one candidate If you have one ideal candidate tapped for advancement and that person wants to move ahead, that can be a good thing. However, there may be times when two or more people are qualified, or when there are still some “unknowns” that lead you to want to hold off on identifying the ideal candidate. This can cause some problems. “When you have more than one person in line for consideration, you don’t want to create a competitive environment between the candidates, and you certainly don’t want to create hard feelings when one gets the promotion and the other doesn’t,” cautions Buys. “In such a situation, it is important to emphasize to the person that you end up not selecting that you want them to stay with you, and that they will receive top consideration the next time.” Contacos-Sawyer of HR Consultants is also familiar with the sensitivities of such situations. “When two people want a promotion, you can only select one,” she says. “In such a situation, the best thing to do is be honest. Explain why the person who was promoted was the more suitable candidate.” Then, she suggests, emphasize to the other person that he is valuable and that you want to retain him. They may be considered for future advancements. “In the meantime, you can consider them for mentoring and coaching responsibilities,” she suggests. “This can help them maintain their respect and continue to feel appreciated.” Lindsay-Brisbin is also aware of the potential for problems in such a situation, 52 NOVEMBER/DECEMBER 2008 | PRECAST INC. http://www.romixchem.com http://www.romixchem.com
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