According to a study by Right Management, employers are sending their workers mixed messages on how to get promoted or selected for advancement. The study found most workers believe “who you know” is more important than job performance in order to get ahead.
Right Management surveyed more than 500 employees throughout North America and found 44 percent think “who you know” determines advancement, while just 39 percent think it is job performance. For 4 percent, it is job tenure, and another 13 percent have no idea since their employer never provides clear criteria.
Workplace cynicism runs deep when merely one-in-three thinks merit opens up opportunities. It’s unfortunate so many workers think politics drives promotion. And it’s certainly wrong too, since organizations are doing more to identify promising talent and shape their development. Factoring in this survey is based on tuning in to employee perceptions, it could be said the results are less factual and more anecdotal and perceptual. It is perhaps what they are feeling than what is actually happening.
The results signal many managers send mixed messages to employees on what it takes to get ahead. Our experience in working with clients to identify high-potential employees and provide career management tells us that most employee advancement opportunities come from proven performance. Sure, it always helps to be well-networked and have advocates throughout the organization who know what each employee can contribute. But at the end of the day performance mostly trumps connections.
Promotion and selection criteria in firms would benefit from transparency around policies and procedures and clarity around the determinants that drive advancement. Communicating these programs is as important as having them.
A finding that many claim there are no criteria for advancement should be of major concern. If we add the politics people and the puzzled group, we get 60 percent who aren’t plugged in to what ought to be open and fair options. No wonder employers find their people so unsatisfied or disengaged.
Right Management offers the advice to managers to help employees manage their careers and position for advancement:
• Identify strengths. Hold objective career discussions. Help them to carefully assess strengths and know where their skills intersect with those gaps in what the business needs.
• Prepare your managers. The manager plays a pivotal role in connecting the employee to the organization. Having a coaching mentality in managing and developing an employee will help strengthen alignment between the organization’s vision and the employee’s contribution.
• Tie strengths to business needs. Clarify how employee strengths tie to priorities. Where are opportunities for adding value or closing gaps in contribution?
• Foster an environment of continuous growth and learning. Encourage employees to be proactive in looking for growth opportunities, such as volunteering for a special project or suggesting a new idea. Apply these suggestions to address priorities and drive organizational success.
• Be transparent. Be clear and openly communicate the selection criteria for learning and development programs. Share policies and procedures on how high-potentials are identified and what the process is for succession planning and management
Individuals need to take ownership of their career development, and each organization needs to provide the tools and resources to enable that to happen. Managers become enablers of career management rather than drivers. Have honest conversations with employees about strengths, which often tend to be where the employee’s interest and expertise meld together. Focus attention there if that is what is relevant for the organization. But if employees don’t want to advance skills in an area that is not of interest, encourage them to make a lateral career move or career change.
If employees are confused about what it takes to get ahead, then their own personal career management efforts will be channeled in the wrong direction. Be transparent on policies and encourage employees to be proactive in planning their own careers. Empower employees to take initiative and ensure they understand their role in making the business a success — both today and in the future. This will lead to greater engagement overall.
Margaret-Ann Cole is the regional vice president of career management for Right Management’s Northeast operations. Right Management is the workforce consulting group within ManpowerGroup with an office in Hartford.
